Analysis of King Abdullah Medical City (KAMC) Referral Process

The case study presents a detailed analysis of the referral process at KAMC, which has been affected by delays in responding to patient requests. The DMAIC methodology was used to identify areas for improvement, and a plan-do-check-act cycle was incorporated to implement short-term and long-term strategies. These strategies include assigning specific referral numbers, notifying physicians via SMS, and implementing an auto-escalation system. The implementation of these strategies resulted in a reduction of delays in urgent cases by 2% and normal cases by 5%. The PDCA cycle also helped examine trends affecting hospital performance.

Summary of Case Study KAMC 0
Title: Summary of Case Study KAMC
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Summary of Case Study KAMC 1
Contents
Summary....................................................................................................................................2
References..................................................................................................................................4

Summary of Case Study KAMC 2
Summary
The main issue with the King Abdullah Medical City (KAMC) is their referral
process that has affected the functioning of the entire hospital. The referral process is
affecting the medical system and this has affected the different chains of functions that are
conducted in the hospital for fulfilling the needs of the customers. The referral process has
created confusion in both the primary and the specialty department of the hospital. The core
issue which was creating bigger problems for the hospital was due to the delay in responding
to the patient requests (Azis & Osada, 2010).
For analyzing this issue, the DMAIC methodology was utilized and the lean six sigma
model was incorporated to reduce the delay in responding back to the customers. This
methodology, the main aim is to increase the efficiency in the hospital by creating a more
organized environment by focusing on different aspects of the various stages of DMAIC. The
lean six sigma model works in collaboration and due to this reason, it helps in continuous
improvement. The focus on each phase is on a different aspect, which is the main reason
behind the selection of this methodology. The main aim of reducing the delay and elaborating
the quality of services offered in the hospitals highlighted the core aim of facilitating
continuous improvement in the hospital (Salah, Rahim & Carretero, 2010). The lean six
sigma model is very effective in enhancing the speed of any organization. The main aim was
to bring the response rate on the referral system to 96 in case of urgent requests and 90 for
normal requests. But with the implementation of the SIPOC model, it was identified that the
response rate for normal requests was 68 and for urgent requests, it was 79.
With this complete analysis, it was identified that there is a need for many short and
long term strategies that have to be implemented for reducing the errors and also for
addressing the various needs of the patients. For this, the Plan-Do-Check-Act cycle should be
incorporated that will differentiate the various different plans that will make the functioning

Summary of Case Study KAMC 3
of the hospital more organized. The short term plan includes assigning a specific referral
number of different departments for more clarity, notifying a physician through an SMS on
the incorporation of the referral number in the system and for urgent cases direct calling to
the consultants (Mousavi Isfahani, Tourani & Seyedin, 2018). For the long term plans,
building an acceptance process for the referral system, creating a reviewing and accepting
team for the referrals, and for managing the delays there is a need of the auto-escalation
system.
All these various plans helped in improving the performance of the referral system
and also the entire hospital. Through these various small and long measures the hospital was
able to reduce the delay in the urgent cases by two percent and for the normal cases, there
was a reduction of 5 percent. The PDCA cycle also helps in examining the various different
trends that were affecting the performance in the hospital (Hoerl & Gardner, 2010). Thus,
with the DMAIC focus on particular aspects and the contribution of a solid plan through the
PDCA cycle, the hospital was able to build a more organized and effective working
environment.

Summary of Case Study KAMC 4
References
Azis, Y., & Osada, H. (2010). Innovation in management system by Six Sigma: an empirical
study of world‐class companies. International Journal Of Lean Six Sigma, 1(3), 172-
190.
Hoerl, R., & Gardner, M. (2010). Lean Six Sigma, creativity, and innovation. International
Journal Of Lean Six Sigma, 1(1), 30-38.
Mousavi Isfahani, H., Tourani, S., & Seyedin, H. (2018). Lean management approach in
hospitals: a systematic review. International Journal Of Lean Six Sigma, 1(1), 5-15.
Salah, S., Rahim, A., & Carretero, J. (2010). The integration of Six Sigma and lean
management. International Journal Of Lean Six Sigma, 1(3), 249-274.