OM in the News: Hospitals Learn About Safety From Airlines?

Major U.S. passenger airlines have forged a phenomenal safety record largely by relying on pilots, controllers and mechanics to voluntarily report incipient hazards. Analyzing such incident data and then disseminating lessons from it has meant more than a decade without a fatal crash.

Over the same period, the country’s healthcare system has tried to mimic some of these air-safety principles, but it has made scant progress in eliminating deadly treatment errors. Mistakes in hospitals are estimated to cause at least 250,000 unnecessary patient deaths annually in the U.S., reports The Wall Street Journal (Sept. 4-5, 2021).This  makes it the fourth leading cause of medical fatalities after cancer, heart disease and Covid-19. Determined to do better, healthcare leaders are now doubling down on aviation’s lead.

The heart of the idea is prodding doctors and hospitals to share more digital data and wholeheartedly embrace self-reporting of their potentially deadly “near misses,” the way that pilots already do without fear of punishment. But as long as hospital equipment isn’t designed to guard against human slip-ups, as jetliner cockpits are, “it will be far too easy to crash the plane in healthcare,” says one hospital Chief Quality Officer.

One obstacle is that financial incentives for hospitals are still not aligned around quality and safety. Typical billing practices track the number and complexity of procedures instead of the outcomes. Information sharing in healthcare is pitiful compared to aviation. When medical errors are reported, it’s usually well after the fact, and information usually stays within the organization.

One element of air safety that has already made big inroads in medicine is reliance on checklists, in large part thanks to Dr. Atul Gawande’s 2009 bestselling book “The Checklist Manifesto.” which we previously noted in this blog.

Classroom discussion questions:

  1. Compare this article to the OM in Action box called “A Hospital Benchmarks Against the Ferrari Racing Team” on page 223 of your Heizer/Render/Munson text.
  2. Now discuss this article in light of the OM box called “Safe Patients, Safe Hospitals” on page 231.

Video Tip: Lean Six-Sigma at Franciscan St. Elizabeth Hospital

I just came across a wonderful 5-minute video about lean six-sigma that Mark Graban mentioned in his blog–one of my favorites– about Lean Hospitals (see our Links We Like on the right side). The video is narrated by Brian Hudson, a  researcher at Franciscan St. Elizabeth Hospital.  Hudson was trying to improve the time it takes to get a patient with chest pain from “door” (arrival at the hospital) to “balloon” (insertion of a tube to unblock a clogged artery) down  from 114 minutes to the national standard of 90 minutes. A faster “door to balloon ” time often is the difference between life and death for a heart attack patient.

A year after Hudson started his research in 2007, using lean 6-sigma, he had been able to get his hospital’s average to 74 minutes. In 2009, Hudson suffered a heart attack, watching the clock in the emergency room the whole time with the same mental checklist he had developed for doctors. If you don’t show this video in class, watch it yourself–it may save your life!

OM in the News: Queuing Up For Quick McDonald’s Medicine

McDonald’s medicine it’s called: patients in the US want their health care like their food–served up speedily and made “your way”. ” The prospect of waiting for health care is not only distasteful to Americans;  its downright threatening”, say the  MD authors of the recent Time (Jan. 26,2011) article. The mere specter of Canadian-style waiting  lists for tests and procedures evokes enough fear to challenge the concept of government subsidized health care, they add.

We have blogged about waiting for medical care earlier and it’s clear that convenience has become an important part of the way people think. CVS  drug stores offer walk-in “Minute Clinics”, many ERs have billboards advertising guaranteed wait times (offering free movie tickets if they run longer), while other hospitals have even experimented with drive-thru ERs!

The real question is whether it is feasible to implement a reasonable waiting time for “urgent” conditions—like heart attacks, strokes, and lung infections. The good news is that convenient care clinics do a good job of handling coughs, colds, a swollen knee, and even a nagging hernia that hurts a bit more than usual today. But the root problem may be that the current system of medical care  is not set up to triage acute health needs.

This is where OM can help. So many of the issues tied to creating more efficient heath care can be tackled by re-engineering, process analysis, layout changes, JIT, lean,and all the other topics we teach in OM. You can click on Mark Graban’s Lean Blog to see his excellent discussions.

Discussion questions:

1. Why do we need to reorganize ER treatment centers?

2. What is the difference between “severity” and “urgency” in selecting a treatment?

3. How can OM help shorten ER queues?