5 Ways Lean Six Sigma Heroes Are Solving Problems Caused by COVID-19
In 7 days, our Health Care Center completely switched from in-person to tele-health appointments. Using rapid-cycle sessions we got back up to 1,300 visits per day, approximately 100 visits shy of our previous productivity of in-person visits.
Based on our COVID Task Force’s analysis, the Governor declared a state of emergency which led to a steady decrease in the spread of the virus. For 4 of the past 7 days we registered no positive cases!
To handle the rising influx of calls, we created a COVID-19 Command Center. With a new, cross-functional nursing team we were able to screen patients, communicate with the Department of Health, track positive patients, schedule WebEx meetings, map processes, and write Standard Work on the processes.
Once we discovered the wastes of Motion and Transportation in our meeting process, we implemented a remote-friendly policy. Now we’re managing during the pandemic and beyond with established meeting types and priorities so we can determine whether to have a simple call, a face-to-face meeting or an online meeting.
Procuring additional living quarters from our brother bases gave us the ability to safely spread our military members out. This allowed them to follow strict sheltering guidelines, keeping all members adequately protected.
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5 Ways Lean Six Sigma Heroes Are Solving Problems Caused by COVID-19
In 7 days, our Health Care Center completely switched from in-person to tele-health appointments. Using rapid-cycle sessions we got back up to 1,300 visits per day, approximately 100 visits shy of our previous productivity of in-person visits.
Based on our COVID Task Force’s analysis, the Governor declared a state of emergency which led to a steady decrease in the spread of the virus. For 4 of the past 7 days we registered no positive cases!
To handle the rising influx of calls, we created a COVID-19 Command Center. With a new, cross-functional nursing team we were able to screen patients, communicate with the Department of Health, track positive patients, schedule WebEx meetings, map processes, and write Standard Work on the processes.
Once we discovered the wastes of Motion and Transportation in our meeting process, we implemented a remote-friendly policy. Now we’re managing during the pandemic and beyond with established meeting types and priorities so we can determine whether to have a simple call, a face-to-face meeting or an online meeting.
Procuring additional living quarters from our brother bases gave us the ability to safely spread our military members out. This allowed them to follow strict sheltering guidelines, keeping all members adequately protected.
