scholarly journals Redesigning the Process for Scheduling Elective Orthopaedic Surgery: A Combined Lean Six Sigma and Person-Centred Approach

2021 ◽  
Vol 18 (22) ◽  
pp. 11946
Author(s):  
Ailish Daly ◽  
Nicola Wolfe ◽  
Seán Paul Teeling ◽  
Marie Ward ◽  
Martin McNamara
Keyword(s):  
Six Sigma ◽  
Stakeholder Engagement ◽  
Orthopaedic Surgery ◽  
Elective Surgery ◽  
Surgical Care ◽  
Lean Six Sigma ◽  
Hospital System ◽  
Administrative Team ◽  
Surgical Scheduling ◽  
Six Sigma Methodology

The Health Service Executive Ireland model of care for elective surgery supports the delivery of elective surgical care in achieving both process and clinical outcomes. This project was conducted in the Orthopaedic Department. Following an outpatient consultation with an orthopaedic surgeon, patients who required surgical intervention were scheduled for their intervention by the administrative team. Prior to commencing this project, the average time from patient consultation to being scheduled for surgery on the hospital system was 62 h/2.58 days. A pre- and post-team-based intervention design employing Lean Six Sigma methodology was applied to redesign the process for scheduling elective orthopaedic surgery. The project was informed by collaborative, inclusive, and participatory stakeholder engagement. The goal was to streamline the scheduling process for elective orthopaedic surgery, with a target that 90% of surgeries are scheduled “right first time” within 48 h/two working days of the outpatient consultant appointment. The main outcome measures showed that 100% of orthopaedic surgeries were scheduled successfully within 2 days of outpatient appointment. Duplication in work between patient services and scheduling teams was eliminated and facilitated a reduction in unnecessary staff workload. This project highlights the importance of collaborative interdisciplinary stakeholder engagement in the redesigning of processes to achieve sustainable outcomes, and the findings have informed further improvements across the hospital’s surgical scheduling system.

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.

Environmental Performance as Key Performance Indicators in the Lean Six-Sigma Methodology

2012 ◽  
Vol 488-489 ◽  
pp. 1082-1086 ◽  
Author(s):  
Pregiwati Pusporini ◽  
Kazem Abhary ◽  
Lee H.S. Luong
Keyword(s):  
Product Quality ◽  
Continuous Improvement ◽  
Performance Indicators ◽  
Six Sigma ◽  
Environmental Performance ◽  
Key Performance Indicators ◽  
Lean Six Sigma ◽  
New Paradigm ◽  
Quality Cost ◽  
Six Sigma Methodology

Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.

scholarly journals Utilizing Lean Six Sigma Methodology to Improve the Authored Works Command Approval Process at Naval Medical Center San Diego

2018 ◽  
Vol 183 (9-10) ◽  
pp. e405-e410 ◽  
Author(s):  
Michelle M Valdez ◽  
Maureen Liwanag ◽  
Charles Mount ◽  
Rechell Rodriguez ◽  
Elisea Avalos-Reyes ◽  
...  
Keyword(s):  
Six Sigma ◽  
San Diego ◽  
Medical Center ◽  
Lean Six Sigma ◽  
Approval Process ◽  
Six Sigma Methodology

MP16-04 USING LEAN / SIX-SIGMA METHODOLOGY TO ACHIEVE IMPROVED ACCESS IN A UROLOGY CLINIC

2015 ◽  
Vol 193 (4S) ◽  
Author(s):  
Bradford Stevenson ◽  
Thomas Tieu ◽  
Teri Baldini ◽  
Chris Gonzalez ◽  
Tobias Kohler ◽  
...  
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Six Sigma Methodology ◽  
Urology Clinic

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.

Applying Lean Six Sigma methodology to reduce cesarean section rate

2016 ◽  
Vol 23 (3) ◽  
pp. 562-566 ◽  
Author(s):  
Ze-Ying Chai ◽  
Hua-Min Hu ◽  
Xiu-Ling Ren ◽  
Bao-Jin Zeng ◽  
Ling-Zhi Zheng ◽  
...  
Keyword(s):  
Cesarean Section ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Cesarean Section Rate ◽  
Six Sigma Methodology
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