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