- Explain what is wrong with using percentiles to compare hospitals.
- Create and interpret a P Chart for each of the outcomes analyzed in the case (an Excel file with the data is provided).Interpret each P chart based on the Shewhart interpretation rules. Use the Excel Control Chart template.
- For processes that are stable, compare Laralex’s performance with external benchmarks.Use the Excel Control Chart template.Assume that a very large group of peer hospitals had the following average proportions:
- Discrepant X-rays – 1.11%
- Unscheduled Readmissions – 4.6%
- Hospital-Acquired Infections – 0.30%
- Cesarean Sections – 19.2%
- Patients who Leave the ED Prior to Treatment – 3.3%
- List and discuss the three most important challenges faced by Blanche when implementing a process improvement program based on Lean Six Sigma at Laralex Hospital (justify them with specific examples from the case study document).
For question #2, here is the definition from section 2.6 of lecture 9 to determine if it is stable or out of control:”The most popular Shewhart rules for detecting an out-of-control process are: 1 point exceeding any 3-sigma limit, 2 of 3 consecutive points beyond 2-sigma limits, 4 of 5 consecutive points beyond 1-sigma limits, 8 consecutive points on the same side of the center line, and 10 of 11 consecutive points on the same side of the center line.”
For question #3, the external benchmark data is listed in sections 3a-3e. For example: in 3A the benchmark data for discrepant x-rays is 1.11% and you should enter .0111 into the excel model. Please copy and paste the PCA templates and compare Laralex’s performance with the external benchmark. Interpret the results and explain if the performance is consistent, below or above the benchmark. There is no need to interpret the results as better or worse than the benchmark. Lower or higher results can mean better than the benchmark. It depends on what we are measuring. Lower death rates are better! Higher quality is better.
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