Analyse this case from the DMAIC perspective and share your observations
The Red Cross Hospital at ABC City is a 384 bedded general hospital with 1000 staff and an annual budget of $70 million. It also runs a 50 bed burn care center. During 2019, the hospital admitted 15,000 patients, performed 20,000 outpatient treatments, and received 2,00,000 visits to its outpatient units. During the past four years, the hospital invested significant resources to build a quality assurance system and in 2016, they received ISO 9000 certification. Employees of the hospital were good at solving quality problems but did not have a project management system to evaluate and prioritize projects.
Problems in project management at Red Cross Hospital included issues such as misalignment of project goals with strategic goals, lack of a process to determine project relevance, lack of a procedure for evaluating project cost effectiveness, poor project decision making, lack of ability to access potential savings of other projects, and lack of project monitoring and project comparison tools. All of these issues led to wasted time and money in project planning and execution. Another problem for Red Cross Hospital was that employees were not relieved of other job responsibilities to work on quality improvement projects. They had limited time to spend on these projects which often resulted in delayed implementation and delayed savings from the projects.
Analyse this case from the DMAIC perspective and share your observations.
Step by step
Solved in 2 steps
