scholarly journals Optimizing nursing time in a day care unit: Quality improvement using Lean Six Sigma methodology

2019 ◽  
Author(s):  
Carmel Davies ◽  
Caroline Lyons ◽  
Regina Whyte
Keyword(s):  
Quality Improvement ◽  
Six Sigma ◽  
Day Care ◽  
Private Hospital ◽  
Positive Impact ◽  
Value Added ◽  
Lean Six Sigma ◽  
Added Value ◽  
Staff Satisfaction ◽  
Nursing Time

Abstract Objective This study applies Lean Six Sigma (LSS) to improve the efficiency of a private hospital day care unit and generate a positive impact on optimizing nursing time and improving personalized patient care and staff satisfaction. Design A prospective interventional study using pre- and post-evaluation. Setting A day care unit at a private hospital. Participants Nurses and patients from the day unit. Intervention(s) Define, Measure, Analyze, Improve and Control was used as an overarching problem-solving framework. All front line staff, clinical leaders and managers were supported as active change agents in the quality improvement (QI) initiative. Multiple interventions were adopted across the service that aimed to de-implement non-value added activities and enhance processes with activities that added value. Main outcome measures Patient turnaround times (PTTs), nursing time, nurse-patient ratio, nurse and patient survey. Results A post-implementation evaluation highlighted significant improvements in service performance and patient and staff satisfaction. Significant added value includes a reduction in PTTs, an increase in nursing care time and improvement in the nurse-patient ratio. Conclusion This project identified that utilizing LSS that relies on collaborative team effort is effective in creating a positive organizational culture for improvement and change. The Six Sigma tools and techniques provide evidence-based approaches that support QI in practice.

scholarly journals Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care

2021 ◽  
Vol 18 (21) ◽  
pp. 11011
Author(s):  
Lisa O’Mahony ◽  
Kerrie McCarthy ◽  
Josephine O’Donoghue ◽  
Seán Paul Teeling ◽  
Marie Ward ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Operating Room ◽  
Six Sigma ◽  
Private Hospital ◽  
Lean Six Sigma ◽  
Stock Management ◽  
Nursing Time ◽  
Post Intervention ◽  
Chain Management

Continuity of the supply chain is an integral element in the safe and timely delivery of health services. Lean Six Sigma (LSS), a continuous improvement approach, aims to drive efficiencies and standardisation in processes, and while well established in the manufacturing and supply chain industries, also has relevance in healthcare supply chain management. This study outlines the application of LSS tools and techniques within the supply chain of an Operating Room (OR) setting in a private hospital in Dublin, Ireland. A pre-/post-intervention design was employed following the Define, Measure, Analyse, Improve, Control (DMAIC) framework and applying LSS methodology to redesign the current process for stock management both within the OR storage area and within a pilot OR suite, through collaborative, inclusive, and participatory engagement with staff. A set of improvements were implemented to standardise and streamline the stock management in both areas. The main outcomes from the improvements implemented were an overall reduction in the value of stock held within the operating theatre by 17.7%, a reduction in the value of stock going out of date by 91.7%, and a reduction in the time spent by clinical staff preparing stock required for procedures by 45%, all demonstrating the effectiveness of LSS in healthcare supply chain management.

scholarly journals Travo Quality Control Analysis In Travo Testing Process Using Six Sigma Method And Quality Control Circle (QCC) In PT. Bambang Djaja

2021 ◽  
Vol 1 (2) ◽  
Author(s):  
Muhammad Huda Alamin ◽  
Hana Catur Wahyuni
Keyword(s):  
Quality Control ◽  
Six Sigma ◽  
Manufacturing Industry ◽  
Positive Impact ◽  
Value Added ◽  
Secondary Data ◽  
Added Value ◽  
Primary Data ◽  
Control Analysis ◽  
Work Processes

Bambang Djaja is an industry engaged in the manufacturing industry. Of course in making this travo there should be no errors but there is a partial defect that can result in failure in the testing process of thevovo, partial defects themselves are caused by adanaya impurities such as insulation attached to components, dust, and other metals. in addition it was also found that there was a process of isolation that was less strong and when brezzing, brezzing was still hollow. The method in this study uses the Six Sigma method and quality control circle. The data collection method uses primary data and secondary data obtained from interviews and data from the company. This method was chosen because it is expected to get maximum results from the research conducted.The results of the research that has been done are increasing the effectiveness and efficiency of work by removing work processes that do not have added value (non value added) so that the production process at PT. Bambang Djaja is getting better, besides this research also has a positive impact on the facilities and infrastructure to support workers

scholarly journals Study on Impact of Lean Six Sigma

2017 ◽  
Vol 3 (4) ◽  
pp. 508-513
Author(s):  
Koay Boon Hui ◽  
Shahryar Sorooshian
Keyword(s):  
Automotive Industry ◽  
Six Sigma ◽  
Lower Cost ◽  
Positive Impact ◽  
Lean Six Sigma ◽  
Data Driven ◽  
Global Competition ◽  
Statistical Tools ◽  
Value Stream

This paper purpose is to investigate the benefits of Lean Six Sigma to the Malaysian automotive industry. Lean is an approach that seeks to improve flow in the value stream and eliminate waste. It’s about doing things quickly. Six Sigma uses a powerful framework (DMAIC) and statistical tools to uncover root causes to understand and reduce variation. It’s about doing things right (defect free). As global competition continues to grow, the pressure to improve becomes more andmore intense. Thus, a combination of both Lean and Six Sigma is born. This method provides an over-arching improvement philosophy that incorporates powerful data-driven tools to solve problems and create rapid transformational improvement at lower cost. Thus, this paper also tries to examine how the Lean Six Sigma can contribute and brings a positive impact to the automotive industry in Malaysia.

scholarly journals Releasing Operating Room Nursing Time to Care through the Reduction of Surgical Case Preparation Time: A Lean Six Sigma Pilot Study

2021 ◽  
Vol 18 (22) ◽  
pp. 12098
Author(s):  
Patricia Egan ◽  
Anthony Pierce ◽  
Audrey Flynn ◽  
Sean Paul Teeling ◽  
Marie Ward ◽  
...  
Keyword(s):  
Operating Room ◽  
Six Sigma ◽  
Quality Care ◽  
Lean Six Sigma ◽  
Nursing Time ◽  
Surgical Case ◽  
Improvement Methodologies ◽  
Increasing Demand ◽  
Set Up ◽  
Room Nursing

Healthcare systems internationally are working under increasing demand to use finite resources with greater efficiency. The drive for efficiency utilises process improvement methodologies such as Lean Six Sigma. This study outlines a pilot Lean Six Sigma intervention designed to release nursing time to care within a peri-operative environment; this was achieved by collaborating with stakeholders to redesign the process for laparoscopic hernia surgical case preparation (set up) material. Across 128 laparoscopic hernia surgical cases, the pilot resulted in a 55% decrease in overall nursing time spent in gathering and preparing materials for laparoscopic hernia surgical cases, with a corresponding reduction in packaging waste. The major impact of releasing nursing time to care within busy Operating Room environments enabled nurses to focus on continuing to deliver high-quality care to their patients and reduce pressure expressed by the Operating Room nurses. The results have led to an ongoing review of other surgical procedures preparation to further release nursing time and will be of interest to perioperative teams internationally.

scholarly journals Application of Lean Six Sigma to Improve Service in Healthcare Facilities Management: A Case Study

2017 ◽  
Vol 1 (1) ◽  
pp. 9-18 ◽  
Author(s):  
Will T. Shirey ◽  
Kenneth Timothy Sullivan ◽  
Brian Lines ◽  
Jake Smithwick
Keyword(s):  
Quality Improvement ◽  
Six Sigma ◽  
Healthcare Organization ◽  
Research Literature ◽  
Lean Six Sigma ◽  
Facilities Management ◽  
Post Intervention ◽  
Healthcare Facilities ◽  
Computerized Maintenance Management System

ABSTRACT The purpose of this paper is to present a case study on the application of the Lean Six Sigma (LSS) quality improvement methodology to facilities management (FM) services at a healthcare organization. Research literature was reviewed concerning whether or not LSS has been applied in healthcare-based FM, but no such studies have been published. This paper aims to address the lack of an applicable methodology for LSS intervention within the context of healthcare-based FM. The Define, Measure, Analyze, Improve, and Control (DMAIC) framework was followed to test the hypothesis that LSS can improve the service provided by an FM department responsible for the maintenance and repair of furniture and finishes at a large healthcare organization in the southwest United States of America. Quality improvement curricula and resources offered by the case study organization equipped the FM department to apply LSS over the course of a five-month period. Qualitative data were gathered from pre- and post-intervention surveys while quantitative data were gathered with the Organization's computerized maintenance management system (CMMS) software. Overall, LSS application proved to be useful for the intended purpose. The authors proposes that application of LSS by other FM departments to improve their services could also be successful, which is noteworthy and deserving of continued research.

scholarly journals Validation of Sustainability Benchmarking Tool in the Context of Value-Added Wood Products Manufacturing Activities

2019 ◽  
Vol 11 (8) ◽  
pp. 2361 ◽  
Author(s):  
Cagatay Tasdemir ◽  
Rado Gazo
Keyword(s):  
Life Cycle Assessment ◽  
Life Cycle ◽  
Six Sigma ◽  
Value Added ◽  
Primary Objective ◽  
Lean Six Sigma ◽  
Wood Products ◽  
Bottom Line ◽  
Sustainability Performance ◽  
Base Points

The primary objective of this study was to validate the sustainability benchmarking tool (SBT) framework proposed by the authors in a previous study. The SBT framework is focused on benchmarking triple bottom line (TBL) sustainability through exhaustive use of lean, six-sigma, and life cycle assessment (LCA). During the validation, sustainability performance of a value-added wood products’ production line was assessed and improved through deployment of the SBT framework. Strengths and weaknesses of the system were identified within the scope of the bronze frontier maturity level of the framework and tackled through a six-step analytical and quantitative reasoning methodology. The secondary objective of the study was to document how value-added wood products industries can take advantage of natural properties of wood to become frontiers of sustainability innovation. In the end, true sustainability performance of the target facility was improved by 2.37 base points, while economic and environmental performance was increased from being a system weakness to achieving an acceptable index score benchmark of 8.41 and system strength level of 9.31, respectively. The social sustainability score increased by 2.02 base points as a function of a better gender bias ratio. The financial performance of the system improved from a 33% loss to 46.23% profit in the post-improvement state. Reductions in CO2 emissions (55.16%), energy consumption (50.31%), solid waste generation (72.03%), non-value-added-time (89.30%), and cost performance (64.77%) were other significant achievements of the study. In the end, the SBT framework was successfully validated at the facility level, and the target facility evolved into a leaner, cleaner, and more responsible version of itself. This study empirically documents how synergies between lean, sustainability, six-sigma and life cycle assessment concepts outweigh their divergences and demonstrates the viability of the SBT framework.

scholarly journals Lean Six-Sigma: the means to healing an ailing NHS?

2018 ◽  
Vol 35 (9) ◽  
pp. 1976-1988 ◽  
Author(s):  
John Bancroft ◽  
Krish Saha ◽  
Di Li ◽  
Gabor Lukacs ◽  
Xavier Pierron
Keyword(s):  
Patient Care ◽  
Six Sigma ◽  
Positive Impact ◽  
Lean Six Sigma ◽  
Content Type ◽  
Staffing Levels ◽  
Accident And Emergency ◽  
Timely Fashion ◽  
Performance Challenges

Purpose The purpose of this paper is to examine England’s Accident and Emergency (A&E) arm of the National Health Service (NHS). It considers the positive impact that Lean has had and Six-Sigma can have in A&E departments to improve the quality and reliability of the service offered, in an area that is facing performance challenges. Design/methodology/approach Independent variables average monthly temperature data (degrees Celsius) obtained from the Met Office and weekly A&E data, patient volume is analysed alongside the dependent variable, the percentage of patients seen in 4 h or less. Findings The model produced a robust positive impact when Lean Six-Sigma is adopted, increasing the likelihood of A&E dependents meeting their performance objective to see and treat patients in 4 h or less. Research limitations/implications Further variables such as staffing levels, A&E admission type should be considered in future studies. Additionally, it would add further clarity to analyse hospitals and trusts individually, to gauge which are struggling. Practical implications Should the NHS further its understanding and adoption of Lean Six-Sigma, it is believed this could have significant improvements in productivity, patient care and cost reduction. Social implications Productivity improvements will allow the NHS to do more with an equal amount of funding, therefore improving capacity and patient care. Originality/value Through observing A&E and its ability to treat patients in a timely fashion it is clear the NHS is struggling to meet its performance objectives, the recommendation of Six-Sigma in A&E should improve the reliability and quality of care offered to patients.

scholarly journals MON-LB301 Application of Lean Six-Sigma DMAIC Tool for Improvement and Sustainability of Diabetes Management in Outpatient Clinics

2020 ◽  
Vol 4 (Supplement_1) ◽  
Author(s):  
Mario C Rivera Bernuy ◽  
Kollipara Usha ◽  
Jessica Burks ◽  
Jason Fish ◽  
Sadia Ali
Keyword(s):  
Diabetes Mellitus ◽  
Quality Improvement ◽  
Six Sigma ◽  
Diabetes Management ◽  
Waiting Times ◽  
Lean Six Sigma ◽  
Control Phase ◽  
Modifiable Factors ◽  
Patients With Diabetes ◽  
The Mean

Abstract DMAIC: Define, Measure, Analyze, Improve, Control. LSL: Lower specified limit. USL: Upper specified limit. Lean Six Sigma DMAIC is quality improvement methodology used for strategic business management. Frequent applications of this methodology in healthcare include improvement of patient satisfaction, reduction of emergency department waiting times, prescription error reduction and monetary recovery by reducing waste. Patients with a HgbA1c testing frequency of >6 months have poorer glycemic control. The American Diabetes Association recommends HgbA1c test quarterly in patients whose therapy has changed or who are not meeting glycemic goals and at least two times a year in patients who are meeting treatment goals. We hypothesized that the Lean Six-Sigma DMAIC tools can be used in the outpatient clinic setting to improve frequency of HgbA1c testing in patients with diabetes mellitus. At baseline, 19% of our patients with diabetes mellitus had HgbA1c tested infrequently, defined as more than 6 months. This high percentage is a concern as it could lead to poor diabetes control. The aim was to increase percentage of patients having an HgbA1c tested between 3 to 6 months before an appointment in our clinic, to a goal of 90%. Target population included all patients with diabetes mellitus seen in outpatient endocrinology clinic. A baseline analysis of existing processes was done through brainstorming with the clinic staff using a fish bone diagram. Lack of follow up and HgbA1c testing orders were some of the modifiable factors identified. The new processes implemented include nurse driven standing medical orders for HgbA1c testing and pre-visit planning. Control phase included regular audits to sustain the improvements. The percentage of patients with a HgbA1c testing within 3-6 months of appointment improved from a baseline of 76.7% (LSL:70%, USL:94%) to 92.2% (LSL:88%, USL:93.7%). The improvement was noticeable within 1 month of new process implementation and continues to sustain. The mean had an absolute improvement of 15.5%. The variation from the mean decreased from 25% at baseline to 6% at the end of the control phase. The reduction in variation made our future results more predictable. The use of Lean Six-Sigma DMAIC quality improvement tools are an effective method to improve quality of care in the outpatient setting. These strategies can be replicated for other clinical quality outcomes.

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