We started with a walkthrough of the processes, gathering data to establish cycle times and customer demands. We simultaneously rooted out and eliminated engineering constraints.  From there, we were able to identify major engineering challenges with the fabrication and testing of the ophthalmic lasers. With this information, we designed simple simulations to experiment with new layouts and processing designs. The optimal layout was then implemented to create standard line flow.

After implementing the new line flow, assembly lead-time was reduced from 17 days to just 15 hours. Productivity increased from 17 to 20 units per week, and this was based on real demand. The space needed for assembly was reduced from 2585 square feet to only 700 square feet. More impressively, we increased the productivity of engineering, assembly, and shipping staff by 367% and reassigned staff to other research projects. When we began, they had $156,000 worth of work-in-process inventory on the line. After implementing our new line flow, they reduced this to $52,000 for a savings of $104,000.

Throughput increase along with component defect reduction and a lower failure-rate of functional tests increased their profitability 225%.

To positively affect the entire organization we determined that physician engagement was the tipping point for Seattle Children’s. Given that this was an active community and specialized hospital, we knew that taking physicians and staff outside of their environment was key to success.  We also observed that management of areas, facilities, operating rooms, and overall care between experts was the main issue for the hospital.  Therefore, we custom designed a benchmarking tour to Enna’s best companies so that Seattle Children’s doctors, nurses, and administration could learn how to lead and install innovation into its operations.

Enna brought senior managers and approximately 250+ medical professionals to be immersed in key businesses and mentor with key leaders at various world-class organizations. This provided the backbone to incorporate necessary changes inside each department within Seattle Children’s Hospital. We also designed unique morale exercises for these clients inside the hospital setting to inspire and empower them. We were able to deploy new project management methods and technology, implement a new operating room management system, and design a layered approach to quality assurance.

For the surgery center, we designed and implemented a successful visual surgery scheduling system for 3-month intervals of allocations for each surgery room across the needs of 16 medical disciplines.

At Seattle Children’s, the implementation of our model fostered strong leadership and commitment.  This developed from the medical staff in a very short time, broke down barriers of communication, and brought disciplines together. From their training and mentoring, these professionals became highly engaged in providing more value to their patient and greatly exceeded industry care standards.

Project lead-time was reduced by 40% and the daily medical rounding time was reduced by half.  The hospital increased its speeds of medical rounding while improving the quality of care.  Finally, the emergency room benefits exceeded all facility engineered volume and response times.  Seattle Children’s and our work with them is regarded as revolutionary and a global standard for the medical industry.

Seattle Children’s is regarded as one of the best hospitals in the world due to their industry leading sustainability, cost reductions, and quality of care.