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.