While Six Sigma relies upon the use of specific tools to execute the problem-solving process, the basic tendency towards critical, scientific is at the heart of its success.
Why is 6 sigma 3.4 ppm, not 2 ppb? The calculation of process sigma after a process improvement project should be reported as short-term sigma.
A combination case study and tutorial, which illustrates Six Sigmas use in IT support, tracks a DMAIC project from inception through its five phases.
A Six Sigma cardiac medication project was successful in coordinating high-quality care, incorporating advanced technologies, and adopting best practice standards.
Within online banking call centers, there may be no bigger improvement opportunity than the agent call handling process.
Six Sigma can help the traditional workflow of diagnostic imaging keep pace with the science delivering better equipment and information systems.
With the demand for surgical services growing, especially with ambulatory and cosmetic procedures, hospitals continue learning that Six Sigma is a useful tool.
A Black Belt used Six Sigma to improve a transactional bank deposit process, resulting in yearly savings of $4 million.
For a software company to make a case for process improvement, reliable measurement data is needed. Unfortunately that data normally comes from an improvement project.
To meet customer expectations, a company should bring its testing processes under the DMAIC method of Six Sigma.
Whether implementing Six Sigma in Munich or Manhattan, Paris or Prague, there are certain common factors that are critical for success.
The IDEAL model and the Six Sigma DMAIC roadmap are examined for ways they are similar and ways that they might challenge and inform one another.
Six Sigma's DMAIC roadmap is a process unto itself that should be improved in each organization that uses Six Sigma as a component of continuous improvement initiatives.
Multi-million dollar savings are generated by 'beating heart' or 'off-pump' coronary artery bypass outcomes.
In an effort to reduce its environmental footprint, P&R IM implemented an electronics stewardship plan with Lean Six Sigma's DMAIC methodology.
A company in India implemented Lean Six Sigma to achieve dramatic improvements in its help desk operations.
As hospitals consolidate resources regionally, a big challenge takes shape: handling the information necessary to manage cash flow efficiently.
North Shore University Hospital initiated a Six Sigma project aimed at improving the patient experience by reducing wait times in its Emergency Department.
One focal area increasingly targeted for performance improvement in healthcare organizations has been the cardiac cath lab.
This article documents a Six Sigma project to reduce the time between when a discharge order is written for a patient and when that hospital bed becomes available again.
The lack of easy to get and reliable data is especially true when the CTQs of the project are "soft attributes" such as taste, smell or texture.
This case study is an example of a Six Sigma breakthrough improvement in a Medical Transcription company in India.
No single technique exists to ensure decision-making integrity; there are, however, several tools and disciplines that exist as checks-and-balances.
An operational definition can be defined as a clear and understandable description of what is to be observed and measured, such that different people collecting, using and interpreting data will do so consistently.
With the help of Six Sigma, an outpatient imaging center identifies the root cause of slow report turnaround times and improves performance to a better-than-industry standard.
A power distribution company in India, serving domestic, commercial, industrial and agricultural users, was not meeting the country’s performance standard regulations for metering and billing. A Six Sigma project was initiated to reduce cycle time.
This real-world Six Sigma manufacturing case study highlights how a low first pass yield (FPY) was defined, measured, analyzed, improved and controlled.
Causes of admitting delays are addressed to meet a hospital's goal to be where employees want to work, patients want to receive care and physicians want to practice.
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.
A hospital's Specials Department project improved start times, increased throughput, implemented control mechanisms for continuous improvement and more.
New York-Presbyterian Hospital embarked on an initiative to improve throughput in its three cardiac cath labs.
At Deaconess Health System a Six Sigma team undertakes a door-to-inflation project to improve the throughput process for AMI patients.
Continuous improvement program success depends on a renewed emphasis on data-based decision making within the Six Sigma methodology.
A small and relatively young technology company attempting to implement the Sarbanes-Oxley Act finds that rushing to solutions before finishing its DMAIC project can cost time and money.
The call center handled technical problems and policy issues for a financial institution's branches, but complaints and cost overruns indicated problems.
Breakthroughs really begin when Six Sigma training drives home a change in the thought process from trial and error to Y=f(x).
Six Sigma problem solving is similar to day-to-day problem solving, except in Six Sigma, nobody knows what is really causing the problem at the beginning of the project.
Many hospitals are embarking on a cultural change using Six Sigma concepts and principles to catapult themselves into a higher dimension of quality.
A reference guide to each tollgate in a DMAIC project.
The Six Sigma methodology follows the Define, Measure, Analyze, Improve, Control (DMAIC) roadmap for process improvement.
The well-regarded nuclear medicine department located in the Ospedale Santa Croce e Carle profits from a Six Sigma continuous improvement project.
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.
A Six Sigma project was assembled when surgeons at a Houston hospital expressed dissatisfaction with the length of time required to prepare the OR between cases.
A multibillion-dollar software manufacturer used Six Sigma, and a 5 day project saved more than $12 million.
In this Six Sigma case study, a medical center tackles delays in its surgical schedule by focusing on the first case of the day.
One broadly implemented element of Six Sigma project management that is often underestimated is the project storyboard.
The healthcare industry is behind other high-risk industries in ensuring basic safety and valuable lessons can be learned from those who are achieving industry excellence.
Results were dramatic when Northwestern Memorial Hospital applied Six Sigma to long wait times in its diagnostic testing center.
Six Sigma at Valley Baptist Health System has begun to foster a culture that embraces the voice of the customer, breaks down barriers to change and raises performance expectations.
Service providers can use Six Sigma in critical selling situations by using a DMAIC-structured sales tool.
The Six Sigma DMAIC roadmap can provide a disciplined process for creating and executing successful business strategies.
These are four examples where Six Sigma can impact in clinical areas such as infection control and medication delivery.
A medical center used Six Sigma to reduce nosocomial pressure ulcers by 60 percent, improving the patient care and resulting in an annual cost avoidance of $300,000.
The initial results of a new quality improvement effort at a Midwest lockbox operation were disappointing. When the SixSigma team got to the Control phase it found the problem.
DMAIC thinking and tools have a great future in the areas of monitoring and control, and in improving and redesigning projects.
Keep the concept of Y = f(x) in mind when applying tools along DMAIC phases to avoid not achieving a significantly improved process.