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Increasing Hospital Pos Collections

This document summarizes exercises from a Lean Six Sigma Green Belt course project aimed at increasing hospital point-of-service (POS) collections. Statistical analysis shows the POS performance is stable. A comparison of centralized and non-centralized teams' POS averages to a target average finds the centralized teams' average is significantly lower, indicating the scope of the project should be improving standard operating procedures for centralized teams. Key drivers impacting POS performance are identified and grouped into affinity categories.

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Badre Kalai
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3K views3 pages

Increasing Hospital Pos Collections

This document summarizes exercises from a Lean Six Sigma Green Belt course project aimed at increasing hospital point-of-service (POS) collections. Statistical analysis shows the POS performance is stable. A comparison of centralized and non-centralized teams' POS averages to a target average finds the centralized teams' average is significantly lower, indicating the scope of the project should be improving standard operating procedures for centralized teams. Key drivers impacting POS performance are identified and grouped into affinity categories.

Uploaded by

Badre Kalai
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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INCREASING HOSPITAL POS

COLLECTIONS
Project for the Lean Six Sigma Green Belt course

Exercise 1:
• There are No points are outside of the control limits
• There are No 2 out of 3 point within 1 sigma of the upper or lower control limit
• There are No 6 consecutive increasing or decreasing
• There are No 8 consecutive points above or below center line

❖ Conclusion: the POS performance is stable

❖ I used I-MR chart because we have one sample at a fixed frequency, continuous data,
and no subgroups.

Exercise 2:
I used histogram to compare data in the table 1

We perform a T test to compare the averages with the POS target average (40,6%)

o For no centralized Teams:

Xbar = 37,93%

S²=82,21

Target: 40,6%

t=1,14

From the T table t14;0,025=2,145 with alpha = 5%

Test statistic < critical value so we accept that µ=µ0


Comparing the averages we conclude that the scope of the project should be improving the SOP
derived from centralized teams.

Exercise 3:

We perform a T test to compare the averages with the POS target average (40,6%)

o For centralized teams:

Xbar=34,75%

Target:40,6%

S²=76,72

t=3,27

t critical=2,069

t > t critical we reject H0 then: µ≠µ0

we conclude from this analysis that the scope of the project is improving The SOP average of the
centralized teams, and to improve the overall SOP average we should focus more on the SOP derived
from centralized teams

Exercise 4:
Affinity categories for the key drivers that impact the POS performance:

_ asking for services not written in the order.

_scheduling without order.

_wrong patient’s info.

_proceed with services without verifying if the service is covered.

_proceed with services without authorization from the health assurance provider.

_rejected claims even if they were authorized.

_error in registration of payments collected.

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