Redesigning a Joint Replacement Program Using Lean Six Sigma in a Veterans Affairs Hospital | Zendy

Benjamin Gayed | Zendy; Stephen Black | Zendy; Joanne Daggy | Zendy; Imtiaz A. Munshi | Zendy

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Redesigning a Joint Replacement Program Using Lean Six Sigma in a Veterans Affairs Hospital

Author(s) -

Benjamin Gayed,

Stephen Black,

Joanne Daggy,

Imtiaz A. Munshi

Publication year - 2013

Publication title -

jama surgery

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 3.757

H-Index - 176

eISSN - 2168-6262

pISSN - 2168-6254

DOI - 10.1001/jamasurg.2013.3598

Subject(s) - veterans affairs , medicine , perioperative , joint replacement , lean six sigma , emergency medicine , physical therapy , operations management , arthroplasty , surgery , six sigma , lean manufacturing , economics

In April 2009, an analysis of joint replacement surgical procedures at the Richard L. Roudebush Veterans Affairs Medical Center, Indianapolis, Indiana, revealed that total hip and knee replacements incurred $1.4 million in non-Veterans Affairs (VA) care costs with an average length of stay of 6.1 days during fiscal year 2008. The Joint Replacement Program system redesign project was initiated following the Vision-Analysis-Team-Aim-Map-Measure-Change-Sustain (VA-TAMMCS) model to increase efficiency, decrease length of stay, and reduce non-VA care costs.

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