Shift Loss

ABSTRACT

Background

Organization aims to provide safe work environment and foster commitment among staff. However, review of existing trends demonstrated that there was increased rate of absenteeism and increased shift loss (up to 5.83. Aim of this project was to decrease shift loss up to 3 (as our bench mark) in Quarter II and Quarter III 2014 by decreasing number of absenteeism.  

Method

In order to identify cause of increased rate of absenteeism, Juran’s Problem Solving method was used for quality improvement. Fish-Bone diagram was established to identify the causes in details for the team to work. Trend analysis of data related to shift loss was done from January 2013 – March 2014. In addition, trend analysis of unit based planned and unplanned double duties were done from October 2013 – March 2014 to see the impact of increase in workload on the staff. Based on the analysis, relevant strategies were implemented with the staff with regard to their knowledge about current policy and expectations and their attitude towards their professional commitment. In addition, work was also done to improve the existing processes, and systems along with measurement of its results.  Trend of shift loss and unit based double duties were analyzed from April 2014 to July 2014 as post evaluation.

Results

Pre-assessment revealed that shift loss from January  2013 to March 2014 ranged between 2.52 to 5.83 (x̅ = 4.9) and was unable to meet given institutional benchmark of 3.0. Moreover, number of double duties on unit for around 6 months ranged from 17 to 47 (x̅ = 29). After implementing strategies in the domain of knowledge, attitude, processes, and measurement, post assessment from Apr - July 2014, revealed decrease in shift loss ranging from 2.7 to 4.27 (x̅ = 3.5) that was closer to benchmark. Moreover, number of unit based double duties also decreased from 29 to 24 (improvement was almost 20%).

Conclusion

In order to decrease rate of absenteeism and to meet institutional benchmark for shift loss Juran’s Problem Solving method was utilized. Strategies implemented in domain of knowledge, attitude, processes, and measurement displayed improved outcome, and the staff was more satisfied with the process improvement.