This article illustrates the Six Sigma DMAIC process using an organization that develops software packages as an example. The Six Sigma DMAIC approach to process improvement provides a powerful mechanism for improving the software process. Typical benefits will exceed costs within 6 to 12 months from initiation of a Six Sigma program for software development,…
Located in Lafayette, Louisiana, Our Lady of Lourdes Regional Medical Center recently began working with GE Medical Systems to implement Six Sigma as a method for achieving quality and process improvement. Since patient throughput and bed availability are among the organization’s top concerns, the team began by focusing on this issue. Following a process of…
Finding solutions to staffing issues in the orthopedic unit at Valley Baptist Health System required a dual emphasis on productivity and quality.
Six Sigma is the buzzword of today. Companies big and small talk about it and numerous success stories further advertise its relevance in today’s challenging business environment. Debates on its emergence as a strategic initiative have created critics who consider it old wine in a new bottle and loyal followers willing to swear by it….
The quality of environmental hygiene in hospitals is under increasing scrutiny from both healthcare providers and consumers because the prevalence of serious infections due to multidrug-resistant pathogens has reached alarming levels. The transfer of gram-positive bacteria, particularly methicillin-resistant Staphylococcus aureus (MRSA) and vancomycin-resistant enterococci (VRE), among patients is a growing concern. One critical factor for…
A Black Belt used Six Sigma to improve a transactional bank deposit process, resulting in yearly savings of $4 million.
This work described below was carried out in a large company based in the U.S. and India. The project dealt with converting printed paper from U.S. customers into electronic copies. The material was quite heterogeneous in nature – consisting of assorted magazines and legal papers. It is part of an ongoing operation that services several…
In 2006, the board, administration and staff at Louisiana’s Thibodaux Regional Medical Center (TRMC) decided their operating room (OR) suites represented an opportunity for improvement. Rising demand, costs and competition were all signals that the hospital would need to either invest in expansion or operational efficiency. Taking the less glamorous and more difficult path of…
Since 2001, Thibodaux Regional Medical Center (TRMC) in Louisiana has applied Six Sigma and change management methods to a range of clinical and operational issues. One project that clearly aligned with the hospital’s strategic plan was an initiative to reduce nosocomial or hospital-acquired pressure ulcers, because this is one of the key performance metrics indicating…
Medication reconciliation – the process of comparing a patient’s medication orders with all of the medications he or she has been taking – can be difficult. Lack of patient knowledge regarding medication details, multiple care providers, multiple sources obtaining different medication lists for the same patient and new Joint Commission requirements all contribute to the difficulty. Hospitals…
Six Sigma’s positive impact on manufacturing and product quality environments is well known and, without a doubt, has been proven by countless early and present practitioners. The method’s usefulness in improving transactional processes even in manufacturing businesses, however, is not always so well accepted. At Cabot Microelectronics Corporation, the business forecasting process was one that…
Many processes and supporting functions operate in call centers…planning, staff scheduling, call routing, after-call processing and reporting. However, the single most important process in a call center – the one repeated thousands of times a day and the one most in need of improvement – is an agent handling an inbound or outbound call. Find Out More…
Employees knew that the service in their third-party call center had deteriorated in recent years. Their job was to handle queries from independent business owners about financial services offered by the call center’s client. As in many call centers, the job was considered highly stressful because of expected response times and resolution. Initially, no one…
Inventory takes up a significant amount of cash flow at IBM and many other companies. Due to fast depreciation in technology products, machines that are inventoried are not worth as much as they age. To combat this loss in value, practitioners at an IBM warehouse conducted a Six Sigma project to reduce their hardware inventory….
In 2004, a small and relatively young technology company (7,500 employees and an annual revenue of $2 billion) implemented the Public Company Accounting Reform and Investor Protection Act of 2002, or what is usually referred to as the Sarbanes-Oxley Act (SOX). In an effort to be fully compliant the company identified and initiated more than…
Orthopedic and neurological spine surgery represents a competitive and profitable business for many healthcare organizations. Expanding this particular service line and ensuring efficiency in the operating room (OR) are among the strategic initiatives at Memorial Hermann Southwest Hospital in Houston, Texas, U.S.A., one of 16 hospitals in the Memorial Hermann system. Surgeons at the hospital…
It is a common problem. Every year, hospitals lose millions of dollars when items used in the course of a patient’s care somehow slip through the system without ever being charged or reimbursed. At Yale-New Haven Hospital in Connecticut, a Six Sigma project team decided to look at the opportunities related to patient charge capture….
Like most healthcare providers, Doctors Hospital in Augusta, Georgia, USA, has struggled with familiar issues related to quality, resource constraints and ensuring optimal, accessible services for the community. Implementing Six Sigma has allowed the hospital to begin winning the battles with these issues. In 2004, the hospital’s leadership team decided to launch a new initiative…
Process Improvement Drives Greater Efficiency and Higher Satisfaction Delays are common within the perioperative environment. Lengthy turnover times between surgical cases can impact surgeon satisfaction and timely access to services. At Louisiana’s Thibodaux Regional Medical Center (TRMC), surgeons expressed frustration with the length and variability of operating room (OR) turnover time (T0T). Maximizing efficiency in…
The healthcare industry is going through mergers and acquisitions and facing new economic struggles. As hospitals realize the need to consolidate resources regionally, a big challenge takes shape: handling the information necessary to manage cash flow efficiently. Cash flow management is vital for hospital systems to sustain their daily operations. Our team used DMAIC to…
In the 1990s, the teller counter was the primary customer-facing area in the financial service industry, and so improvement efforts were leveraged in this arena. With increased improvements in technology and online banking utilization, however, process improvement efforts have shifted to internal areas. Yet companies must realize that even though customers are becoming more self-reliant…
The current ISO 14001:2004 standard for environmental management systems has explicit requirements for defining and establishing objective targets and measures as part of an organization’s commitment to sound environmental management. Meeting these standards can be made easier when Six Sigma is applied in complement to an organization’s environmental management system. The presence of a robust…
The increased demand and limited supply of fossil fuels has signified the importance of energy efficiency and conservation across the world. Energy resourcefulness has come to the forefront in both federal and private organizations policies and practices. Many organizational standards and procedures aim to minimize the use of energy, thereby protecting the environment. Various federal…
An international bank with 50 branches in Germany and approximately 300 employees decided in 2003 to adopt Six Sigma in all its business units in Europe. It then set out to use Six Sigma to implement one of its priority business strategies – significantly grow its car loan business in the next two years. The bank’s…
All product manufacturers are being pushed to produce the best quality products without exceeding budget. Effective resource management can be instrumental in achieving this goal. A particular textile processing mill, which dyes and prints handloom fabric predominantly used in school uniforms, decided to follow the DMAIC (Define, Measure, Analyze, Improve, Control) approach to reduce its…
As quality professionals, it is easy to become absorbed in day-to-day professional business roles: improving the quality of products or services, increasing productivity, enhancing profits, lowering costs, raising customer satisfaction and so on. Sometimes, however, it is important to pause and ask ourselves a fundamental question: How are we improving quality in our communities? For…
A common problem encountered in Lean, Six Sigma and TQM implementation is performance deterioration after the completion and handover of a breakthrough improvement. This can happen despite installation of control mechanisms to monitor ongoing performance. In this case study, a financial services company with a national sales network had already begun addressing concerns about its…
Competition in the outpatient imaging center market is intense. New imaging centers are springing up everywhere. Faced with decreasing reimbursements, ever-changing technology and the expectation of spa-like atmospheres, how can an outpatient imaging center remain profitable? The answer lies with the customer. Having a pulse on the customer experience and continually eliciting and acting on…
In a data-rich environment like insurance, it is often easier to quantify opportunities associated with speed than it is in other industries. A global financial services company knew it took them 18 months to get new nationwide variable annuity products to the market. The company’s vast database and proven models allowed them to estimate that…
To increase operational efficiency and access within its perioperative department, The Children’s Hospital in Denver, Colorado, USA, began a focused improvement initiative in 2005. The next year, the hospital project had produced significant results.
The application of Six Sigma to healthcare has gained increasing visibility during the last several years, with a great deal of the attention focused on initiatives taking place within the United States. It’s important to note, however, that success has not been limited only to efforts of U.S. hospitals and medical centers. Last year in…
To accommodate growth in surgical service without adding resources, a Six Sigma team at Deaconess Hospital takes aim at reducing the number of same day surgical cancellations.
Special radiology procedures can be some of the most difficult to manage in healthcare. Their production relies on the chorus of a multidisciplinary team working within a limited time frame. Ancillary department performance can directly affect outcome performance for the unit. Defects such as missing orders, missing history and physicals or problems with patient flow…
A lengthy and inefficient process for discharging in-patients is a common concern of hospitals, as well as patients and their families. A solution to that problem can be found in the application of Lean Six Sigma methodology.
A young, rapidly expanding financial services company located in India runs an in-house help desk for responding to customer queries via email or telephone. Help desk response time is tracked using software that calculates the time between registering and closing calls. A project was instituted to train employees in the relevant tools and techniques of…
Whether implementing Six Sigma in Munich or Manhattan, Paris or Prague, certain common factors are critical for success. Nonetheless, how one successfully applies these factors is culturally dependent. Universal Critical Success Factors Accepting the General Electric definition of Six Sigma as “completely satisfying customers’ needs profitably” means that Six Sigma requires a company-wide initiative to…
Deployment is one of the most critical elements of a successful Six Sigma program. Top-down support, Champion training, wide publicity and Six Sigma awareness training for all employees are usual components. In addition, employees selected to be Black or Green Belts must be trained, and projects strategically selected. But deployment is not a destination. Rather,…
The nuclear medicine department located in the Ospedale Santa Croce e Carle in Cuneo, Italy, has always been recognized as a national and international reference site for its clinical compentencies and innovative facility design. When originally opened, the nuclear medicine department was structured to provide the best possible service to patients. This included a focus…
More than 70 million Americans have some form of cardiovascular disease, including stroke, high blood pressure, congestive heart failure (CHF) and acute myocardial infarction (AMI). The numbers continue to rise as the population ages, and improving the timeliness and quality of cardiovascular care continues to be a critical area of focus for healthcare providers. Some…
One of the benefits associated with the deployment of digital image capture technologies is the elimination for the need to photographically record images on microfilm. There is a general perception that the quality of microfilm images is inferior to those produced by recently deployed digital imaging equipment. Despite the perception, there was a need and…
For a business to successfully change its processes to meet customer needs and expectations, it must use measurable critical-to-satisfaction data. One company, a homebuilding business, used customer satisfaction surveys to measure performance for several years with customers receiving surveys periodically throughout their homebuilding experience. Then the company used this information to implement change. Data collected…
A Six Sigma project at a medical transcription company in India for U.S.-based customers first debunked the myth that output quality variability cannot be systematically improved because of the inherent variability of input quality and human skills. Then, encouraged by the results, the company launched a second phase of the quality movement to consolidate learning,…
Moving patients efficiently through the system can become a challenge for hospitals and imaging centers, especially as demand increases. This was the case for the radiology department at Watson Clinic in Lakeland, Florida, USA. A growing backlog of appointments – particularly in computed tomography (CT) scans – had begun to impact timely access to services. While…
In many industries, improvement projects quickly face an obstacle: The lack of easy to get and reliable data. This is especially true when the critical-to-quality elements (CTQs) of the project are “soft attributes” such as taste, smell or texture. Facing such a problem in the food and drink industries is obvious. While in a Kano…
In October 2003, a small group of employees began Black Belt training to give new impetus to Canada Post’s process excellence movement. Since then, they and a second cadre of process experts, Green Belts, have, with their many project teams, netted the company more than $7 million in savings and revenues. By the end of…
A young, rapidly expanding insurance company in India, which was looking for breakthrough improvements in its customer service, decided its No. 1 critical-to-quality objective would be “reducing the turnaround time from an insurance proposal to policy.” Phase 1 of the project achieved dramatic success with turnarounds, reducing time in the central processing division by 80…
Cardiovascular disease is the leading cause of death in the United States, and more than 900,000 people annually are diagnosed with acute myocardial infarction (AMI). The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and the Centers for Medicare and Medicaid (CMS) have identified AMI as one of the early priority focus areas for hospital…
When confronted by concerns of some physicians about frequent lengthy delays that they experienced admitting patients, Memorial Hermann Southwest Hospital in Houston, Texas, assembled a cross-functional Six Sigma team to identify and address any underlying issues that might be causing the delays. The business case for pursuing the project was clear. Improving bed management and…
The total customer relationship management (CRM) market will reach $12.1 billion by 2004, representing an annual growth rate of 29.9 percent, according to the 2000 CRM Market Forecast and Analysis prepared by IDC, the world’s leading provider of information technology data and analysis. It is highly unlikely, however, that the CRM market will reach…
With the demand for surgical services growing, especially with ambulatory and cosmetic procedures, hospitals continue learning that Six Sigma is a useful tool.
Gary A. Gack
Rosalie Sager
Carolyn Pexton
Shree Phadnis
Nancy Riebling
Michael Cyger
Niraj Goyal
Monte Parker
Kristin Kinney
James Wells
Dennis Adsit
Robert Gettys
Roy Zhang
Leah Lutz
Heather Anderson
Sandra Bacon
Sondra Smith
Maria DePool-Lee
J. DeLayne Stroud
Daniel Zrymiak
Dot Shaul
Uwe H. Kaufmann
J. Allah Bux
Peter J. Sherman
Jennifer Blaha
Dennis McInerney
Emily Luyun Zhao
Kimberly Johns
Lewis Brown
Arturo Rangel
Steve Crom
Marilyn Fischbach
Mara Migliazza
Adrienne Elberfeld
Thomas Bunge
Debra Thomas
Manju Bansal
Attila Aranyos
E. Lisa Moses
Heath Rushing
Anne Stanton