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Viewing 7 posts - 1 through 7 (of 7 total)
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  • #25226

    Swaggerty
    Participant

    In most hospitals where does the Black Belts, Process Improvement / Continuous Improvement folk report? Do hospitals have a Operational Quality Department or is Continuous Improvement up to each functional area? Who drives the Improvement process?
     
     

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    #60650

    J D Cole
    Participant

    Our Six Sigma program is less than one year old, but an ancillary Quality Process Improvement department was created at the regional level to supplement the 3 community-based hospital groups internal Quality departments in our system…each of our 9 hospitals have internal Quality departments, but Six Sigma Black Belts live at the regional level, and are divided up on projects throughout the system at the local level.

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    #60680

    DGS
    Participant

    Each department has their own.
     

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    #60683

    Pai
    Participant

    Mr cole,
    Just wanted to understand what are the different six sigma projects running in the hospital by this continuous improvement function..I am new to health care industry and want to understand globally what are the best quality initatives /practices in health care industries and how do they drive six sigma .
    Regards
    Rajesh

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    #60691

    Brit
    Participant

    It will depend on the hospital and their desire or lack of desire to connect Six Sigma to the strategic direction of the hospital. Often, you can judge how focused an organization is by where there Six Sigma effort is stationed.  If it is a subset of a quality department, then it may not have the complete strategic connection as one where a complete department is devoted to it.  This is not always the case.
    Some hospitals target new Six Sigma efforts within their existing process/quality department that has the same connection with safety and the JCAHO certification responsibilities.  Seems logical, but the effort might get lost a bit. Our hospital created a separate department with the BB as the Director and reports to the COO – a completely separate line from quality and safety.  The department works with all units more as a consultant internally.  This allows for a much broader range of projects and helps to avoid pigeon holing Six Sigma into simply quality and safety (i.e., lean, constraint management, etc.)

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    #61246

    Robb Mercer
    Member

    We have a separate group that drives the process improvement. The  Organizational and Clinical Effectiveness Group operates under the direction of the COO but impacts every area of the hospital. Each team member is assigned various departments and then works to identify key projects in that specific area. If the project requires more resources then other team members pitch in to help drive the project. While we have not officially started utilizing the six sigma methodology, we are slowly progressing that direction. One team member has become certified as a black belt and others are beginning to take some training. The hospital still operates with the FOCUS PDCA method as their primary process improvement vehicle. We are probably 1-2 years out from formalizing a six sigma program at the hospital.

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    #61248

    BritW
    Participant

    A caution over your 1 to 2 year journey.
    If you move toward six sigma, be prepared to change your functional set up a little bit (departmetn leads for improvement projects).  With Six Sigma, projects are tied to the strategic direction/plan of the org and depending on the need, some departments will have projects and others won’t.  The global optimization theory doesn’t work very well with a system theory methodology like Six Sigma.
    my 2 cents

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Viewing 7 posts - 1 through 7 (of 7 total)

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