Author(s): Shonna Bible, DPN, MSN, RN
Quality Manager
Spartanburg Regional Healthcare System

Competency Domain: Performance & Process Improvement

Description: According to the literature, US hospitals can lose up to 90% of their linen, resulting in an annual financial loss of $840 million. A rural hospital in South Carolina had an annualized linen loss of $69,000. In response to this loss, a multidisciplinary team was sanctioned and the Plan- Do-Study-Act methodology was utilized. The project was initiated in May 2023 and the team met eight times using lean six sigma tools to identify process failures before implementing solutions. As a result of these efforts post implementation data showed a 49% reduction in linen loss, which the process owners successfully sustained. Problem: Data review from the CRM uncovered our rural hospital was losing over $6000 per month in linen. Based on these findings it was imperative to establish a team to decrease this financial loss. Multidisciplinary stakeholders in the hospital were identified and recruited with the assistance of executive leadership. Measurement: Monthly CRM data review was conducted and tracked for improvement. A Lean Six Sigma Team utilized the tools SIPOC, Fishbone, Failure Impact Analysis to develop the implementation and was monitored using control charts. Analysis: Two sample T-test assuming equal variance comparing baseline metrics to control phase metrics. Implementation:Education was implemented and lost linen was defined. Obstacles included linen being removed by patients and staff, incorrect disposal, damaged linen returned for refund and accurate management of par levels. General Accounting Principles were used to verify ordered linen was received. Challenges were finding solutions for implementation and sustainability. Results/Discussion: Through the teams' efforts a 49.6% decrease of monthly financial loss. The baseline average of $5700 decreased to $2900 in the control phase, which represents a significant decrease in linen lost, t=2.82 (p=0.005). Sustainment is achieved by continuous monitoring of vendors CRM data by stakeholders and monthly review with leadership.