Improving Turnaround Time in a Hospital-based CT Division with the Kaizen Method

Healthcare facilities often face delays in diagnostic imaging services. These delays can affect patient care and hospital efficiency. Prior research has shown that lean methodologies may improve workflow. However, specific applications in CT divisions remain underexplored. Mayo Clinic Arizona observed complaints about CT examination delays. This prompted a need for targeted process improvement. No prior work had resolved how to apply Kaizen in hospital CT settings. This gap motivated the use of Kaizen to address turnaround time issues.

The aim was to reduce CT examination turnaround times by 20%. This goal was set for inpatient, emergency, and outpatient services. The study focused on the CT division at Mayo Clinic Arizona. A planned hospital expansion increased the urgency for improvement. Kaizen was selected due to its focus on waste reduction and standardization. The approach emphasized frontline staff involvement and problem-solving. The project aimed to demonstrate Kaizen's effectiveness in healthcare. Results would guide future process improvements in medical imaging.

A Kaizen process improvement event was conducted over one week. A trained process improvement coach led the initiative. The team focused on reducing waste and standardizing procedures. Frontline staff were empowered to identify and solve problems. Visual management tools were introduced to track progress. Standardized work procedures were developed and implemented. Key performance metrics aligned with patient and staff satisfaction. The event emphasized reducing non-value-added work and lead time.

Inpatient CT turnaround time decreased by 54% after the event. Emergency department turnaround time dropped by 29%. Outpatient turnaround time improved by 45%. These results exceeded the initial 20% reduction goal. Improvements were sustained through standardized work practices. Frontline problem solvers were developed to maintain progress. Visual management helped track ongoing performance. The project achieved its objectives and demonstrated Kaizen's potential.

The Kaizen event successfully reduced CT turnaround times in multiple departments. The results exceeded the 20% improvement target for inpatient services. Emergency and outpatient departments also saw significant reductions. Sustained improvements were achieved through standardized work. Frontline staff played a key role in problem-solving and implementation. Visual management supported ongoing performance tracking. The project demonstrated Kaizen's effectiveness in healthcare settings. These findings suggest Kaizen can be a useful tool for process improvement.