Having a robust and reliable approach to, first, quickly determine whether the project is indeed a good DMAIC project, and second, to prioritize projects to ensure resources are allocated appropriately, is essential to Six Sigma program success.
A combination case study and tutorial, which illustrates Six Sigmas use in IT support, tracks a DMAIC project from inception through its five phases.
This combination case study and tutorial illustrates Six Sigma use in an IT call center. It tracks a DMAIC project from inception through its five phases. Second in six-part series.
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.
Whether implementing Six Sigma in Munich or Manhattan, Paris or Prague, there are certain common factors that are critical for success.
Multi-million dollar savings are generated by 'beating heart' or 'off-pump' coronary artery bypass outcomes.
The record label Music Co. was experiencing a high number of incident tickets regarding its digital release planning system, mostly as a result of delays in a release, reported by the sales team. To help deliver their record products in a more timely fashion, the organization used the DMAIC roadmap to uncover the causes of the delays in their planning system and develop countermeasures.
In this case study, a leading environmental services company used DMAIC to improve the accuracy of system-generated transportation routes for efficiently reaching its geographically dispersed customers.
A leading environmental services company used DMAIC to improve the availability of an internal software system. The goal was to reduce system downtime and reduce defect resolution time, thereby increasing return on investment and user satisfaction.
In an effort to reduce its environmental footprint, P&R IM implemented an electronics stewardship plan with Lean Six Sigma's DMAIC methodology.
Growth of the DMAIC methodology in the United States' more service-oriented economy is not as fast as earlier in manufacturing industries. While DMAIC is well-proven, it requires a systematic plan for project selection in transactional environments.
A company in India implemented Lean Six Sigma to achieve dramatic improvements in its help desk operations.
A healthcare provider used Six Sigma to see if evidence-based medicine could promote a more standardized formulary.
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.
By targeting the testing process for products that make up a majority of the labs workload, a project team was able to reduce cycle time.
To improve the success of marketing phone calls to registered but unfunded customers, Internet betting exchange Betfair launched a Six Sigma project.
A Six Sigma team at the Hurley Medical Centers Family Ambulatory Health Center worked to better coordinate patient flow without decreasing time with physicians.
When Providence Alaska Medical Center discovered it was above the 75th percentile of the national average in labor costs, it began a Six Sigma project to improve its process for scheduling staff. The result was a culture change and lower costs.
In the growing service economy where human resources are the biggest driver of costs in an organization, companies want to get the maximum return from their employees. This case study follows a DMAIC project to maximize the productivity of a BPM application support team.
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.
Many people have experienced the pinch of money from time to time. As a Black Belt, I decided to use Six Sigma to aid in managing my money, and conducted a project to lower my expenses.
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.
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.
Product manufacturers are pushed to produce quality products without exceeding budget. A textile processing mill followed the DMAIC approach for more effective resource management and thus to reduce expenditures.
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.
A DMAIC project at a telecommunications firm reveals the root causes behind the problem of having too many customer calls being misdirected from the automated payment system to call center agents
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.
Many hospitals are embarking on a cultural change using Six Sigma concepts and principles to catapult themselves into a higher dimension of quality.
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.
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.
This project, completed by online betting organization Betfair, was a finalist in the Largest-breakthrough Improvement Projects for the 2010 iSixSigma Live! Awards.
For a Six Sigma project to have the greatest chance of success, it must begin with a solid foundation. One tool that can help is the thought process map, sometimes referred to as a TMAP or TPM.
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 mysteries of CPT coding errors in the pulmonary medicine department at University of Virginia (UVA) Medical Center were solved by a Six Sigma Black Belt detective who looked for hard evidence of what went wrong and why. Were coding errors correlated with the time of day, day of the week, or workload? Was something amiss in the physician/coder interaction that produced the code? Were errors related to some fundamental misunderstanding of a specific type of code that caused consistent overcoding or undercoding? This case study examines how the DMAIC process helped solve the problems.
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.