| Technological developments are happening at a | | | | |
| brisk pace, overtaking existing systems and | | | | In the healthcare environment, the management |
| educational developments. | | | | of processes and information is challenging. |
| | | | There is a lack of usage of data in a |
| The ever-increasing demand in this sector has | | | | meaningful way. With lives on the line, |
| had negative impact, leading to overcrowding | | | | hospital administrators tend to concentrate |
| of hospitals and customer complaints. | | | | on finding urgent solutions - and the real |
| | | | issues or causes of problems may be forgotten |
| Main Objectives | | | | or ignored. |
| | | | |
| The Six Sigma methodology aligned with the | | | | Six Sigma defines formal goals for healthcare |
| healthcare sector is a very good option to | | | | organizations and the timeline to bring them |
| bring about process improvements with quick | | | | into force. Well-defined goals are connected |
| results. Improvements are required in common | | | | to organizations' performance measures. |
| areas such as cost management, service | | | | |
| provision and quality of clinical services in | | | | For a successful implementation of Six Sigma |
| healthcare organizations. | | | | projects in health care organizations, |
| | | | commitment of management and Six Sigma |
| The major objectives of quality healthcare | | | | training, coupled with a long-term vision, |
| relate to safety of patients, quality | | | | are necessary. The commitment of top-level |
| services for patient happiness and reduced | | | | management has to be communicated to the |
| turnover of staff by providing good working | | | | lowest levels of the organization and Six |
| conditions. Sufficient operating margins are | | | | Sigma training imparted to the members. The |
| also a main goal. | | | | cost of Six Sigma training is justified when |
| | | | the results of the first projects show |
| For example, in critical areas, such as the | | | | breakthrough results. |
| operating room and the entire process of | | | | |
| surgery, there may be issues such as pre-op | | | | In this way, process effectiveness improves, |
| delays, unavailability of surgeons, | | | | and the reduction in defects and waste brings |
| anesthetists and even some equipment. In | | | | about savings for the organization as well. |
| these cases, a Six Sigma project that applies | | | | Frequent communication of performance helps |
| the lean concept to pre-op process can bring | | | | ensure that everyone connects to the overall |
| about major improvements. | | | | goals, be it nursing, housekeeping, billing, |
| | | | administration or any other area. |
| The safer and more efficient the emergency | | | | |
| department is, the more patient satisfaction | | | | Six Sigma initiatives help increase patient |
| will increase. | | | | care and satisfaction, physicians' |
| | | | satisfaction and bring about cost savings |
| Using Kaizen events to monitor equipment or | | | | that leads to stronger growth of the |
| replenish supplies and staffing schedules for | | | | organization. Each healthcare organization |
| medical staff are some of the tools of Six | | | | has its own set of distinct requirements, so |
| Sigma that can be very useful. In some | | | | there is not a one-size-fits-all solution for |
| cases, problems regarding the availability of | | | | the healthcare sector. |
| rooms and support staff at hospitals arise. | | | | |
| | | | Healthcare organizations can learn from the |
| In this scenario, scheduling processes done | | | | best practices of the other organizations and |
| using the Six Sigma methodology can prove | | | | use the appropriate Six Sigma approach that |
| effective. It helps by reducing defects and | | | | fits their specific culture and concerns. |
| medical and prescription errors. | | | | They can then live up to their commitment to |
| | | | provide the best services to the community. |
| Training, Commitment and Leadership | | | | |