Where in the World Is . . . My Cytology Specimen? Using Lean Six Sigma Methodology in Specimen Management

2019 ◽  
Vol 152 (Supplement_1) ◽  
pp. S95-S95
Author(s):  
Deb Cardenas ◽  
Michelle Walls ◽  
Michelle Williams ◽  
Mary Gehman ◽  
Alvin Armentrout ◽  
...  
Keyword(s):  
Cycle Time ◽  
Six Sigma ◽  
Clinical Laboratory ◽  
Care Delivery ◽  
Academic Medical Center ◽  
Lean Six Sigma ◽  
Baseline Data ◽  
Standard Work ◽  
Cytology Specimen ◽  
Six Sigma Methodology

Abstract Introduction An automatic signal was not in place to actively identify when a cytology specimen resulted more than 28 days from collection. The project focus was to decrease the number of specimens resulted more than 28 days and improve result cycle time to enhance safe, quality care delivery. Methods Annually, more than 46% of the cytology specimens processed at our academic medical center originate from our Women’s Health practice site. A Lean Six Sigma Green Belt project commenced with key stakeholders from the practice site, Cytology and Clinical Laboratory Departments. The project goal was to reduce the percentage of specimen results taking longer than 28 days from the baseline of 6.7% to ≤1.7%. Voice of the customer showed 75% of patients would be satisfied with results available within 7 days. Baseline data showed 38.6% of specimens resulted within 7 days with an improvement goal of 85%. Lean Six Sigma methodology was employed to develop standard work. The Cytology Department implemented use of work lists in the CoPathPlus system to track specimens from accession to results. Reconciliation of cytology specimens received versus ordered was performed weekly. Conclusions Baseline data were compared to postprocess implementation data. Hypothesis testing compared baseline to postimplementation cycle time means showing a reduction from 11.28 to 5.15 days (P < .001). Project goal of ≤1.7% for results greater than 28 days was exceeded at 0.22%. Cycle time goal of 85% for results within 7 days was exceeded at 91.6%. Signal presence to identify results greater than 28 days was reduced with improved cycle time for results reporting. With standard work implementation, 616 annualized labor hours and an annualized labor cost reduction of more than $19,000 resulted. The standard work developed has the capability to translate across all practice locations where cytology specimens are obtained.

scholarly journals Improving the Efficiency of the Center for Medical Biochemistry, Clinical Center NiŠ, by Applying Lean Six Sigma Methodology

2014 ◽  
Vol 33 (3) ◽  
pp. 299-307 ◽  
Author(s):  
Vojislav Stoiljković ◽  
Peđa Milosavljević ◽  
Srđan Mladenović ◽  
Dragan Pavlović ◽  
Milena Todorović
Keyword(s):  
Cycle Time ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Critical Areas ◽  
Clinical Center ◽  
Time Cycle ◽  
Lean Tools ◽  
Six Sigma Methodology ◽  
High Level ◽  
Automated Processes

Abstract Laboratories that are part of clinical centers are faced with the inevitability that their efficiency must be on a high level. Most of the biochemical laboratories are automated, but they are still underperforming. The best approach to increase the efficiency or to improve the processes today is the Lean Six Sigma methodology. This methodology extracts many benefits from automated processes. A lean process in the laboratory focuses on the time cycle to obtain results and reduce costs, or both components at the same time. Six Sigma methodology provides that the processes take place in the laboratory without delays and defects. The process that takes place at the Center for Medical Bio - chemistry (CMB) can be divided into two parts: the first part takes place in the receiving infirmary (pre-analytics) and the second part takes place at the offices of the CMB from the receipt of samples (analytics) to obtained results. The paper observes both processes, identifies critical areas where they come to a halt, defines access and reviews the results obtained using the Lean Six Sigma methodology. By applying Lean tools, the places that do not add value and those that significantly increase the cycle time were identified. This paper presents the results obtained without going into detail about the application of these Lean tools.

Improvement of claim processing cycle time through Lean Six Sigma methodology

2013 ◽  
Vol 4 (2) ◽  
pp. 171-183 ◽  
Author(s):  
Shri Ashok Sarkar ◽  
Arup Ranjan Mukhopadhyay ◽  
Sadhan Kumar Ghosh
Keyword(s):  
Cycle Time ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Six Sigma Methodology ◽  
Processing Cycle

scholarly journals Bending Metal: Improving Sheet Metal Repair at Tobyhanna Army Depot through Lean Six Sigma

2022 ◽  
Vol 9 (2) ◽  
pp. 99-109
Author(s):  
James Enos ◽  
Abigail Burris ◽  
Liam Caulfield ◽  
Robert DeYoung ◽  
Sebastian Houng ◽  
...  
Keyword(s):  
Sheet Metal ◽  
Cycle Time ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Cost Center ◽  
Six Sigma Methodology ◽  
Time Required ◽  
Individual Asset ◽  
And Control ◽  
Repair Cycle

The Army's Lean Six Sigma methodology includes five phases: Define, Measure, Analyze, Improve, and Control (DMAIC); each of these phases includes interaction between the stakeholder and process team. This paper focuses on the application of Lean Six Sigma methodology at Tobyhanna Army Depot to help reduce overruns and repair cycle time within the sheet metal cost center. At the initiation of the project, the process incurred over 4,000 hours of overruns, a situation in which it takes longer to repair an asset than the standard hours allocated for the repair. Additionally, the average repair cycle time, amount of time required to repair an individual asset, exceeded customer expectations by almost four days. The paper describes recommended solutions to address both problems.

scholarly journals Application of Sigma Metrics for Evaluating the Analytical Performance of Thyroid Profile and Cortisol in Clinical Biochemistry Laboratory

2020 ◽  
Author(s):  
Smita Natvarbhai Vasava ◽  
Roshni Gokaldas Sadaria
Keyword(s):  
Quality Control ◽  
Six Sigma ◽  
Clinical Laboratory ◽  
Clinical Biochemistry ◽  
Poor Performance ◽  
Analytical Performance ◽  
Internal Quality ◽  
Six Sigma Methodology ◽  
Clinical Biochemistry Laboratory ◽  
Thyroid Profile

Introduction: Now-a-days quality is the key aspect of clinical laboratory services. The six sigma metrics is an important quality measurement method for evaluating the performance of the clinical laboratory. Aim: To assess the analytical performance of clinical biochemistry laboratory by utilising thyroid profile and cortisol parameters from Internal Quality Control (IQC) data and to calculate sigma values. Materials and Methods: Study was conducted at Clinical Biochemistry Laboratory, Dhiraj General Hospital, Piparia, Gujarat, India. Retrospectively, IQC data of thyroid profile and cortisol were utilised for six subsequent months (July to December 2019). Coefficient of Variation (CV%) and bias were calculated from IQC data, from that the sigma values were calculated. The sigma values <3, >3 and >6 were indicated by poor performance procedure, good performance and world class performance, respectively. Results: The sigma values were estimated by calculating mean of six months. The mean sigma value of Thyroid Stimulating Hormone (TSH) and Cortisol were >3 for six months which indicated the good performance. However, sigma value of Triiodothyronine (T3), Tetraiodothyronine (T4) were found to be <3 which indicated poor performance. Conclusion: Six sigma methodology applications for thyroid profile and cortisol was evaluated, it was generally found as good. While T3 and T4 parameters showed low sigma values which requires detailed root cause analysis of analytical process. With the help of six sigma methodology, in clinical biochemistry laboratories, an appropriate Quality Control (QC) programming should be done for each parameter. To maintain six sigma levels is challenging to quality management personnel of laboratory, but it will be helpful to improve quality level in the clinical laboratories.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

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