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Quality and process improvement of the multidisciplinary Heart Team meeting using Lean Six Sigma
Paulien C Hoefsmit1,2, Stijn Schretlen3, Ronald J M M Does4
1Cardiothoracic Surgery, Amsterdam UMC, Amsterdam, Netherlands p.hoefsmit@amsterdamumc.nl.
Insights
Lean Six Sigma optimized the Heart Team process for improved efficiency and decision-making in cardiology. This quality improvement project enhanced patient care through structured collaboration and resource utilization.
Area of Science:
- Cardiology and Cardiothoracic Surgery
- Healthcare Quality Improvement
- Operations Management
Background:
- Heart Teams are crucial for multidisciplinary decision-making in cardiology.
- Challenges exist in achieving efficient Heart Team discussions with complete patient data.
- A merger of cardiac centers necessitated optimizing Heart Team processes.
Purpose of the Study:
- To optimize the Heart Team process using Lean Six Sigma methodology.
- To enhance efficiency and quality of care within the Heart Team.
- To create a best-practice design for patient-centered, evidence-based decision-making.
Main Methods:
- Applied Lean Six Sigma principles for quality improvement.
- Utilized tools such as process mapping, root cause analysis, and standardized work.
- Implemented seven key areas of improvement, including patient referral and information exchange.
Main Results:
- Achieved an optimized Heart Team with improved efficiency and resource utilization.
- Enhanced decision-making through structured preparation and increased physician involvement.
- Reduced waste and improved access to information for better patient selection.
Conclusions:
- Optimized Heart Teams are essential for evidence-based, patient-centered treatment plans.
- Lean Six Sigma provides a framework for creating effective and efficient Heart Teams.
- Further analysis is needed to confirm long-term success and sustainability of the implemented changes.
Introduction:
The Heart Team is a multidisciplinary meeting for shared decision-making in cardiology and cardiothoracic surgery. A quality improvement project to optimise the Heart Team was initiated after the merger of the cardiac centres of Amsterdam University Medical Centre.
Methods:
Lean Six Sigma was applied with the purpose of improving efficiency and quality of care. Qualitative and quantitative analyses supported the multidisciplinary team during quality improvement sessions. Lean Six Sigma tools included process mapping, gemba walks, root cause analysis, line balancing, first time right, standardised work and poka-yoke.
Interventions:
Seven areas of improvement were introduced. Key elements were the improvement of the patient referral process, introduction of a structured agenda, task division and balanced planning of patients, better exchange of information, improved availability of diagnostics and supportive tools and information technology. Work agreements were introduced to support a positive work culture and mutual respect.
Results:
Lean Six Sigma designed an optimised Heart Team to improve efficiency by better resource utilisation, first time right decision-making, patient selection, complete and better access to information and elimination of waste. It leads to higher quality of decision-making by involving physicians in a more structured preparation, attendance of an imaging cardiologist, meeting duration within limits, installation of standard operating procedures, increased involvement of the referring cardiologists and a better engaged team.
Conclusions:
Heart Teams are essential to make evidence-based, patient-centred treatment plans for optimal patient outcomes. However, clinical practice and experience showed that it is challenging to have an efficient and effective discussion with complete patient information and to bring together healthcare professionals. The application of Lean Six Sigma resulted in an optimised Heart Team and created a best practice design for patient-centred, evidence-based decision-making. After implementation and process stability, a postintervention analysis could clarify long-term success and sustainability.
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