scholarly journals Cytopathology Laboratory Pap Testing With Human Papillomavirus (HPV) Turnaround Times (TAT): A Lean/Six Sigma Performance Improvement Project

2012 ◽  
Vol 138 (suppl 2) ◽  
pp. A008-A008
Author(s):  
Ellen Giampoli ◽  
Michael Facik ◽  
Donna K. Russell ◽  
Tamera Strzepek ◽  
Tiina Walsh ◽  
...  
Keyword(s):  
Human Papillomavirus ◽  
Performance Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Pap Testing ◽  
Improvement Project

scholarly journals The Lean Six Sigma Algorithm—A Pathway for Decreasing the Continuous Improvement Projects Failure Rate

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 47
Author(s):  
Karam Al-Akel ◽  
Liviu-Onoriu Marian
Keyword(s):  
Failure Rate ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Manufacturing Processes ◽  
Timely Manner ◽  
Improvement Project ◽  
Project Failures ◽  
Specific Order ◽  
Selection Of

Even if Lean and Six Sigma tools are available for large audiences, many of the continuous improvement projects fail due to the lack of a pathway that ensures appropriate results in a timely manner. We would like to address this universal issue by generating, testing and validating an algorithm that improves manufacturing processes in a controlled manner. With a selection of the most valuable set of tools and concepts implemented in a specific order, a guideline for successful project implementation is proposed. Decreasing the overall number of continuous improvement project failures is the main scope of our algorithm and suggested methodology.

scholarly journals Lean Six Sigma in Africa: Fad or real solution of competitiveness?

2013 ◽  
Vol 6 (3) ◽  
pp. 861-866 ◽  
Author(s):  
Said El Mezouari ◽  
Zahira Bouaouda ◽  
Hicham Drissi
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Business Development ◽  
The Other ◽  
Real Solution ◽  
Management Instrument ◽  
To Come ◽  
The Right

Companies tend increasingly to turn to the so-called continuous improvement in order to improve their performance and thus enhance their competitiveness approaches. In times of crisis, the use of these approaches becomes mandatory. In this context, the Lean Six Sigma is incontestably today a vehicle for business development as it allows performance improvement through various appropriate tools on one side, and incitement to contribution of different actors in the company, on the other side. In Africa, the Lean Six Sigma looks like an opportunity that seems to come at the right time in an environment that seems to need it. Is it then a management instrument emerging from a fad phenomena, or is it a real tool for performance improving for African companies, responding to a real need?

Poster 411 Pre- and Postanalysis of a Lean Six Sigma Quality Improvement Project to Increase Discharge Paperwork Completeness to a Comprehensive Integrated Inpatient Rehabilitation Program

PM&R ◽  
2011 ◽  
Vol 3 ◽  
pp. S317-S317
Author(s):  
Nathan J. Neufeld ◽  
Phillippines Cabahug ◽  
Marlís González Fernández ◽  
R. Samuel Mayer ◽  
Megha Mehta ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Six Sigma ◽  
Inpatient Rehabilitation ◽  
Rehabilitation Program ◽  
Lean Six Sigma ◽  
Quality Improvement Project ◽  
Improvement Project

The Application of Lean Six Sigma Methodology in Execution Process, Management and Attribution of Maintenance Activities

2014 ◽  
Author(s):  
Robson Ferreira de Souza ◽  
Luciane G. Tomaz ◽  
Vicente J. C. Real ◽  
Tatiana Malafaia Cardoso
Keyword(s):  
Natural Gas ◽  
Cultural Change ◽  
Six Sigma ◽  
Process Management ◽  
Action Plan ◽  
Lean Six Sigma ◽  
Workforce Training ◽  
Improvement Project ◽  
Six Sigma Methodology ◽  
Market Solutions

One of any company’s major assets is information and there is no information without data. In this regard, there are numerous market solutions for maintenance data records. At times, data quality is not satisfactory and this prevents obtaining information, thus jeopardizing reliability of the assets, affecting efficacy of a company’s management decisions and causing serious problems. This article aims to explain the use of the six sigma methodology to improve quality in maintenance records in the Natural Gas Department of Transpetro. To this end, the Maintenance Record Improvement Project was created, which involved plotting the execution process and maintenance records, development of portable tools for field records, redefining execution and management of routine maintenance processes, workforce training and cultural change. The article demonstrates how improvement opportunities were identified, mapping and measuring gaps, analysis of needs jointly with ways for treating them and preparing the action plan to prioritize the correction of deviations. In order to control the process, an indicator was developed to monitor progress in the quality of completing the records in the diverse Work Centers in the Transpetro Natural Gas Department (DGN) maintenance area.

scholarly journals The Journey of Adopting Lean Six Sigma – from the Implementation Team’s Perspective: A Case Study

2020 ◽  
Vol 5 (2) ◽  
pp. 232-245
Author(s):  
Nicoleta Dorina RACOLȚA-PAINA ◽  
◽  
Nicolae Sebastian BUNEA ◽  
Keyword(s):  
Performance Improvement ◽  
Customer Service ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Primary Data ◽  
Implementation Team ◽  
Operational Costs ◽  
Measurement Analysis ◽  
Long Duration

This paper proposes a case study undertaken within a Romanian company which adopted Lean Six Sigma (LSS) Methodology. The research objectives pursued are the identification of the way in which this process has proceeded, from the implementation team’s perspective. The primary data collected while interviewing them target both the positive and the negative aspects, as well as the benefits and the elements that still need improvement as part of the process of LSS implementation. The conclusions of our research indicate some of the positive aspects of Company A’s “journey” towards LSS namely: a totally committed management, well trained employees, openness to change from the implementation team and from part of the employees, and also the external consultant’s involvement when this was needed. The less positive aspects of the researched process were given by the need to get some of the instruments adjusted (these being specific to the field of production, as the researched team provides products, solutions and electro-technical and mechanical services), the lack of experience regarding LSS from the large majority of the members of the implementation team, and also the long duration of the Analysis stage as part of the D.M.A.I.C. Methodology (Defining, Measurement, Analysis, Implementation, Control) given the large quantity of data. One essential aspect identified is that, in the case of Company A, LSS implementation led to the desired results that is to the change of the organizational culture, to the reducing of operational costs and to performance improvement, and also to improving customer service.

scholarly journals Successful Implementation of a Perioperative Glycemic Control Protocol in Cardiac Surgery: Barrier Analysis and Intervention Using Lean Six Sigma

2011 ◽  
Vol 2011 ◽  
pp. 1-10 ◽  
Author(s):  
Elizabeth A. Martinez ◽  
Raul Chavez-Valdez ◽  
Natalie F. Holt ◽  
Kelly L. Grogan ◽  
Katherine W. Khalifeh ◽  
...  
Keyword(s):  
Glycemic Control ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Surgical Intensive Care Unit ◽  
Successful Implementation ◽  
Provider Education ◽  
Chart Audit ◽  
Surgical Intensive Care ◽  
Improvement Project ◽  
Barrier Analysis

Although the evidence strongly supports perioperative glycemic control among cardiac surgical patients, there is scant literature to describe the practical application of such a protocol in the complex ICU environment. This paper describes the use of the Lean Six Sigma methodology to implement a perioperative insulin protocol in a cardiac surgical intensive care unit (CSICU) in a large academic hospital. A preintervention chart audit revealed that fewer than 10% of patients were admitted to the CSICU with glucose <200 mg/dL, prompting the initiation of the quality improvement project. Following protocol implementation, more than 90% of patients were admitted with a glucose <200 mg/dL. Key elements to success include barrier analysis and intervention, provider education, and broadening the project scope to address the intraoperative period.

Top ten reasons for process improvement project failures

2019 ◽  
Vol 10 (1) ◽  
pp. 367-374 ◽  
Author(s):  
Jiju Antony ◽  
Sandeep Gupta
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Resistance To Change ◽  
Risk Mitigation ◽  
Recognition System ◽  
Lean Six Sigma ◽  
Mitigation Strategies ◽  
Monitoring And Control ◽  
Improvement Project ◽  
Content Type

Purpose The purpose of this paper is to provide the top ten reasons of process improvement projects termination or failure to Lean and Six Sigma professionals and researchers. Design/methodology/approach The top ten reasons of process improvement projects termination or failure are based on literature, interaction of authors with Lean Six Sigma Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma, general quality management and continuous improvement along several years’ experience of the authors. Findings The top ten reasons in our opinion include lack of commitment and support from top management; poor communication practices; incompetent team; inadequate training and learning; faulty selection of process improvement methodology and its associated tools/techniques; inappropriate rewards and recognition system/culture; scope creepiness; sub-optimal team size and composition; inconsistent monitoring and control; and resistance to change. Research limitations/implications The top ten reasons mentioned in this study are based on only literature and authors’ opinion. The authors of this paper have been pursuing a global study to critically evaluate the reasons behind process improvement projects failure based on a case-study approach. Originality/value The chief operations officers and senior executives of various businesses can use these top ten reasons to develop project failure risk mitigation strategies and save significant cash-savings associated with such project terminations or failures in some other cases.

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