Showing papers on "Lean Six Sigma published in 2010"
TL;DR: In this paper, the authors assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve and how to assist those developing improvement methodologies.
Abstract: Purpose – The purpose of this paper is to assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve. The goal is to aid those who want to use the method to improve performance as well as assist those developing improvement methodologies.Design/methodology/approach – The use and development of Lean Six Sigma is reviewed including the origins of the method, the what, why and benefits of the method, how the approach is different, the integration of Lean and Six Sigma, implementation mistakes made, lessons learned and developments needed in the future.Findings – It is found that organizations have many different improvement needs that require the objectives and methods contained in the lean and Six Sigma methodologies. It is also found that deployment and sustaining improvements are major issues that can be overcome by building a sustaining infrastructure and making improvement a business process. Critical is...
538 citations
TL;DR: In this paper, the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement is examined, and a conceptual model for their successful integration is provided. But, although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with six Sigma (mainly through case studies and action research), there has been little written on the journey towards integration of the two approaches.
Abstract: Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration.Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach.Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places.Originality/value – This paper contributes to knowledge by providing an insight into the evol...
500 citations
TL;DR: In this paper, the authors proposed a new lean Six Sigma (LSS) approach and provided a detailed description of its phases, and also presented the views on the integration benefits as well as on how Six Sigma compares to lean.
Abstract: Purpose – Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization. The purpose of this paper is to explain how lean compares to the Six Sigma and outline the benefits for integrating them. Also, this paper discusses the existing models that describe how Six Sigma and lean fit together. A new detailed description for integrating Six Sigma and lean is developed to provide an improved approach for CI.Design/methodology/approach – The following research included proposals and discussion, which were mainly based on the authors' own findings and experience, in addition to a literature‐based review of some of the most common and traditional lean and Six Sigma models.Findings – The paper proposes a new lean Six Sigma (LSS) approach and provides a detailed description of its phases. The paper also presents the views on the integration benefits as well as on how Six Sigma compares to lean. Six Sigma and lean are rel...
268 citations
TL;DR: In this paper, the authors analyzed the critical success factors (CSFs) for lean Six Sigma (LSS) implementation and its impacts towards company performance in multinational electronic manufacturing service (EMS) industries.
Abstract: Purpose – The objective of this paper is to analyze the critical success factors (CSFs) for lean Six Sigma (LSS) implementation and its impacts towards company performance in multinational electronic manufacturing service (EMS) industries.Design/methodology/approach – A pilot study has been conducted to identify the top ten CSFs for LSS implementation. Based on these factors, a structured questionnaire has been constructed. The questionnaire will be distributed to multi‐sites of six EMS industries to obtain the data across Malaysia and other sites globally. The target population is the LSS program implementer such as master black belts, black belts and LSS champions in the EMS industries.Findings – These EMS industries provide outsourcing platform for the original equipment manufacturing (OEM) industries to outsource their products in order to reduce operational cost. With the proposed LSS implementation success model, a practical guide of the LSS program has been implemented. The practical guide helps th...
204 citations
TL;DR: In this paper, the authors report the results of a case study from a financial services organization which has begun the implementation of lean Six Sigma (LSS) methodologies ten years ago, in the pursuit of service excellence.
Abstract: Purpose – The purpose of this paper is to obtain pertinent information pertaining to benefits accomplished, main difficulties felt, and key lessons learned in the implementation of lean Six Sigma (LSS), which are likely to be helpful to financial services organizations wanting to implement the same tool.Design/methodology/approach – This paper reports the results of a case study from a financial services organization which has begun the implementation of LSS methodologies ten years ago, in the pursuit of service excellence.Findings – The benefits derived from LSS implementation, such as lowering the operational costs, improving processes and product quality, increased efficiency, which leads to the increase of productivity, the agility and versatility obtained by the organization, vastly outweigh the costs. At an international level, there are cultural differences pertaining mainly to internal resistance and openness to change.Research limitations/implications – This work focuses on a specific case study....
149 citations
TL;DR: In this paper, the authors extend the Lean Six Sigma approach to a broader application in the service industry and integrate TRIZ methodology to enhance the traditional techniques of LEACH to improve the revenue growth potential of improving the speed and quality of service often overshadows the cost reduction opportunities.
Abstract: Service operations now comprise more than 80% of the GDP in the United States and are rapidly growing around the world. The cost to maintain and service an application is typically more than the initial purchase price. The revenue growth potential of improving the speed and quality of service often overshadows the cost reduction opportunities. The Lean Six Sigma approach is a popular methodology to improve the business opportunities in customer satisfaction, cost and process speed for manufacturing. In this study, we attempt to extend the Lean Six Sigma approach to a broader application in the service industry and integrate TRIZ methodology to enhance the traditional techniques of Lean Six Sigma. Theoria Resheneyva Isobretatelskehuh Zadach (TRIZ) is an effective method for analysing customer needs and developing innovative solutions to meet those needs. A sample problem of the banking service is used to demonstrate how TRIZ can be applied to a real-world problem while in a Lean Six Sigma DMAIC process. Th...
128 citations
TL;DR: In this paper, the authors dig beneath the surface of the media reports to examine what creativity and innovation actually are, and how they relate to Lean Six Sigma (LSS) design/methodology/approach.
Abstract: Purpose – Creativity and innovation have recently emerged as the latest focus of the popular business media, replacing established approaches, such as Lean Six Sigma (LSS) Some have gone so far as to suggest that LSS inhibits organizations from being creative and innovating This paper aims to dig beneath the surface of the media reports to examine what creativity and innovation actually are, and how they relate to LSSDesign/methodology/approach – The paper reviews current literature on creativity and innovation, and based on extensive experience implementing LSS, compare and contrast the approaches, searching for common groundFindings – Not surprisingly, the paper finds that the terms creativity and innovation are typically not well defined in the media, and are used more as “buzzwords” In reality, it argues, LSS clearly stimulates creativity However, it is not the best method for identifying ideas for breakthrough innovation Therefore, to have a holistic improvement system, organizations must comb
126 citations
TL;DR: In this article, a case study of the application of lean six sigma in a call centre of a service industry corporation is presented. But the authors focus on the application to a fast-growing area of the service sector, assisting companies in identifying areas of development.
Abstract: Purpose – This paper, a case study, aims to illustrate the application of lean six sigma in a call centre of a service industry corporation.Design/methodology/approach – The study draws on process information and primary data from a real project.Findings – The study describes improvements in the operation of the call centre attributable to lean six sigma: increase in first‐call resolution ratio, reduction in operator turnover and streamlining of processes.Practical implications – The introduction of lean six sigma into the call centre daily operations' management may have organizational benefits.Originality/value – Although lean six sigma has been extremely successful in the last two decades in the manufacturing sector, its applicability to the service sector has been a controversial topic. This study illustrates its application to a fast‐growing area of the service sector, assisting companies in identifying areas of development for their call centres.
111 citations
TL;DR: Lean Six Sigma methodologies were employed to study workflow processes, patient-physician familiarity, and appointment compliance to improve continuity of care in an internal medicine residency clinic and showed a statistically significant increased familiarity with each other on all measures of connectedness.
Abstract: OBJECTIVE Patients' connectedness to their providers has been shown to influence the success of preventive health and disease management programs. Lean Six Sigma methodologies were employed to study workflow processes, patient-physician familiarity, and appointment compliance to improve continuity of care in an internal medicine residency clinic. METHODS We used a rapid-cycle test to evaluate proposed improvements to the baseline-identified factors impeding efficient clinic visits. Time-study, no-show, and patient-physician familiarity data were collected to evaluate the effect of interventions to improve clinic efficiency and continuity of medical care. RESULTS Forty-seven patients were seen in each of the intervention and control groups. The wait duration between the end of triage and the resident-patient encounter was statistically shorter for the intervention group. Trends toward shorter wait times for medical assistant triage and total encounter were also seen in the intervention group. On all measures of connectedness, both the physicians and patients in the intervention group showed a statistically significant increased familiarity with each other. CONCLUSION This study shows that incremental changes in workflow processes in a residency clinic can have a significant impact on practice efficiency and adherence to scheduled visits for preventive health care and chronic disease management. This project used a structured "Plan-Do-Study-Act" approach.
71 citations
TL;DR: The Lean Six Sigma team identified the reasons for noncompliance were multifaceted and implemented multiple solutions in the three areas: Education, Culture, and Environment, saving the hospital US$276,500.
Abstract: A low hand hygiene compliance rate by healthcare workers increases hospital-acquired infections to patients. At Presbyterian Healthcare Services in Albuquerque, New Mexico a Lean Six Sigma team identified the reasons for noncompliance were multifaceted. The team followed the DMAIC process and completed the methodology in 12 months. They implemented multiple solutions in the three areas: Education, Culture, and Environment. Based on methicillin-resistant Staphylococcus aureus (MRSA) mortality research the team's results included an estimated 2.5 lives saved by reducing MRSA infections by 51%. Subsequently this 51% decrease in MRSA saved the hospital US$276,500. For those readers tasked with increasing hand hygiene compliance this article will provide the knowledge and insight needed to overcome multifaceted barriers to noncompliance.
67 citations
01 Jan 2010
TL;DR: In this paper, a case study aims to illustrate the application of Lean Six Sigma into the human resource function of a service industry corporation, and illustrates how its application can reduce employees' voluntary turnover rate and increase their satisfaction, hence increasing the return on investment of human capital.
Abstract: Purpose - The case study aims to illustrate the application of Lean Six Sigma into the human resource (HR) function of a service industry corporation. Design/methodology/approach - The study draws on process information and primary data from a real project. Findings - ThestudydescribesimprovementsintheHRmanagementattributabletoLeanSixSigma: decrease of employees' voluntary turnover and increase in employees' satisfaction. Originality/value - Although being extremely successful in the last two decades in the manufacturing sector, the application of Lean Six Sigma to the service industry in general, and HR management in particular, has been a controversial topic: this study illustrates how its application can reduce employees' voluntary turnover rate and increase their satisfaction, hence increasing the return on investment of human capital.
TL;DR: In this article, a case study aims to illustrate the application of Lean Six Sigma into the human resource (HR) function of a service industry corporation and illustrate how its application can reduce employees' voluntary turnover rate and increase their satisfaction, hence increasing the return on investment of human capital.
Abstract: Purpose – The case study aims to illustrate the application of Lean Six Sigma into the human resource (HR) function of a service industry corporation.Design/methodology/approach – The study draws on process information and primary data from a real project.Findings – The study describes improvements in the HR management attributable to Lean Six Sigma: decrease of employees' voluntary turnover and increase in employees' satisfaction.Originality/value – Although being extremely successful in the last two decades in the manufacturing sector, the application of Lean Six Sigma to the service industry in general, and HR management in particular, has been a controversial topic: this study illustrates how its application can reduce employees' voluntary turnover rate and increase their satisfaction, hence increasing the return on investment of human capital.
TL;DR: In this article, the authors introduce a new framework that expands the original OEE measure to inform business performance at multiple levels focusing on adding benchmarkable indicators of asset management effectiveness and process capability.
Abstract: Purpose – The current paradigm for assessing overall equipment effectiveness (OEE) is challenged as being anachronistic to the needs of businesses that now require a more holistic indicator of plant and process effectiveness. The purpose of this paper is to introduce a new framework that expands the original OEE measure to inform business performance at multiple levels focusing on adding benchmarkable indicators of asset management effectiveness and process capability. The ability to compare internal performance against external competition and vice verse is argued as being a critical attribute of any performance measurement system.Design/methodology/approach – The research methodology taken incorporated an action research approach using a pilot study combining case study research with an action research process of planning, observing and reflecting summarized as taking an action case research design.Findings – The OEE and related literature is replete with many different enhancements to the original OEE ...
TL;DR: The challenging journey of implementing Six Sigma methodology at a tertiary care medical center was described and many lessons were learned; of utmost importance were team approach, “buy in” of the stakeholders, and the willingness of team members to change daily practice and to adapt new and innovative ways how health care can be delivered.
Abstract: Six Sigma and Lean Thinking are quality initiatives initially deployed in industry to improve operational efficiency leading to better quality and subsequent cost savings. The financial rationale for embarking on this quality journey is clear; applying it to today's health care remains challenging. The cost of medical care is increasing at an alarming rate; most of these cost increases are attributed to an aging population and technological advances; therefore, largely beyond control. Furthermore, health care cost increases are caused by unnecessary operational inefficiency associated with the direct medical service delivery process. This article describes the challenging journey of implementing Six Sigma methodology at a tertiary care medical center. Many lessons were learned; however, of utmost importance were team approach, "buy in" of the stakeholders, and the willingness of team members to change daily practice and to adapt new and innovative ways how health care can be delivered. Six Sigma incorporated as part of the "company's or hospital's culture" would be most desirable but the learning curve will be steep.
TL;DR: A case study at a printed circuit board company in China illustrating how the company effectively applied a Lean Six Sigma project is presented, including the mold changing time in Incircuit test process.
Abstract: Six Sigma is a well-structured methodology that focuses on reducing variation, measuring defects and improving the quality of products, processes and services. Lean Production is an approach that focuses on reducing the cycle time and eliminating waste in processes. Combining the principles of Six Sigma and Lean can achieve synergistic results that neither system can achieve alone. This paper presents a case study at a printed circuit board company in China illustrating how the company effectively applied a Lean Six Sigma project. The mold changing time in In-circuit test process is examined. Numerous improvement actions and a control plan are developed and implemented to sustain and enhance the efficiency of the mold changing process. Finally, the benefits, experience and extensions of the Lean Six Sigma project are also discussed. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, a small printing company was found to be unable to meet their projected yearly demand of 200,000 boards and faced the need to acquire new capital, and the goal of this project was to create a sustainable process that increased the client's competitive advantage in the printing industry.
Abstract: Purpose – This project aims to address the problems facing a small printing company during the printing of sample boards. The company was unable to meet their projected yearly demand of 200,000 boards. During the study, the team found that the company's maximum output was 143,400 from two printing machines and thus faced the need to acquire new capital. The goal of this project is, therefore, to create a sustainable process that increased the client's competitive advantage in the printing industry.Design/methodology/approach – By applying Six Sigma and Lean principles, the team identified the current situation that the printing company's operations were in as well as determining the maximum possible output. The team identified methods to increase production output while finding the optimum annual labor costs per unit for possible future situations.Findings – Approximately 30 percent of the workers' activities were found to be non‐value added and there are numerous machine delays that decreased productivit...
Book•
28 Jan 2010
TL;DR: In this paper, the authors present an overview of the Lean Six Sigma approach to reducing costs in non-manufacturing processes, focusing on value, speed, agility, and competitive advantage.
Abstract: Foreword. Preface. Acknowledgments. Chapter 1 Why Use Lean Six Sigma to Reduce Cost? Transactional Example: Lean Six Sigma Transforming OurGovernment. The Alloy of High Performance: Why Choose Lean Six Sigma toReduce Cost? Lean Six Sigma versus Traditional Cost-CuttingTactics. Emerging Stronger Than Ever. Spotlight #1. How to Use This Book. Overview of Part I: Process Cost Reduction a Focus on theTools of Waste Elimination. Overview of Part II: Enterprise Cost Reduction a Focus onValue, Speed, Agility and Competitive Advantage. Overview of Part III: Accelerating DeploymentReturns Getting More, Faster, from a Lean Six SigmaDeployment. Part I Process Cost Reduction: A Focus on WasteElimination. Introduction to Part 1. Chapter 2 Find Cost Reduction Opportunities in Waste. The Seven Common Faces of Waste: TIMWOOD. Using the Full LSS Toolkit to Drive Cost Reduction. Spotlight #2. Special Tips for Nonmanufacturing Processes. Key Success Factors in Reducing Costs in Services andRetail. Spotlight #3. Design a Successful Lean Six Sigma Project or Pilot. Which Methodology Is Right for Your Project? Identifying the Players and Their Roles. Chapter 3 Use the Voice of the Customer to IdentifyCost-Cutting Opportunities. Customer Types and Their Needs. Collecting Data on Customer Needs. Getting Specific about Customer Needs. Avoiding Misinterpretations. Conclusion. Chapter 4 Make Processes Transparent to Expose Waste. How to Define the Boundaries through SIPOC Diagrams. Using Value Stream Maps to Achieve Transparency. Conclusion. Chapter 5 Measure Process Efficiency: Finding the Levers ofWaste Reduction. Process Cycle Efficiency (PCE): The Key Metric of ProcessTime and Process Cost. Little s Law: Understanding the Levers for ImprovingProcess Speed. The WIP Cap Method: How Limiting WIP Can Increase ProcessSpeed and Reduce Costs. Using PCE and Little s Law to Drive CostReduction. Chapter 6 Improve Your Analysis Skills: How UnderstandingVariation, Root Causes, and Factor Relationships Can Help You CutCosts While Improving Quality. Analysis Skill #1: Learning to Read Variation. Analysis Skill #2: Digging Out Root Causes. Analysis Skill #3: Establishing relationships betweenfactors. Conclusion. Chapter 7 Make Rapid Improvements through Kaizens. Quick Overview: The Kaizen Approach. When Should You Use Kaizens in Cost ReductionProjects. Seven Keys to Kaizen Success. Conclusion. Part II Raising the Stakes: Reducing Costs at an EnterpriseLevel. Chapter 8 Think Transformation, Not Just Improvement. Attain a Proper Understanding of the Extent of theOpportunity. Consciously Choose a Path to Capture the Opportunity. Plan for a Transformation Journey. Leadership Challenges in Leading a Transformation. Conclusion. Spotlight #4. Transformation at Owens-Illinois. Chapter 9 Unlock the Secrets to Speed andFlexibility. Alignment and Analytics. A Model of Speed and Agility. Economic Order Quantity (EOQ) The First 100Years. Augmenting EOQ with Lean Analytics. The Equations in Action. Conclusion. Chapter 10 Reduce the Cost of Complexity. The Hidden Cost of Added Offerings on Processes. Assessing Complexity in Your Business: A HolisticView. Highlights of the Complexity Analysis Process. Complexity Reduction as the Gateway toTransformation. Conclusion. Chapter 11 Look Outside Your Four Walls to Lower CostsInside. What Is an Extended Enterprise? Working on the Supplier End of the ExtendedEnterprise. What to Do When You re the Supplier: Extending YourEnterprise Downstream. Conclusion. Part III Speeding Up Deployment Returns: Strategies forGetting More, Faster, from a Lean Six Sigma Deployment. Chapter 12 Create a Pipeline of Cost Improvement Projects:The Secret to Protecting the Heart of Your Business. Developing Rigor in Project Identification andSelection. From First-Time to All the Time: Shifting from a One-TimeEvent to an Ongoing System of Pipeline Management. Conclusion: Maintaining a Dynamic Pipeline. Spotlight #5. Link Projects to Value Drivers. Option 1: Value Driver Trees. Option 2: Financial Analysis Decision Tree. Option 3: Economic Profit. Option 4: EP Sensitivity Analyses. Value Driver Example. Chapter 13 Smooth the Path through Change. Change Readiness Assessments. Leading versus Managing the Change. Upgrading Your Communication Plan. Process Ownership and Cost Accountability. Conclusion: Restoring Faith, Hope, and Belief. Chapter 14 Establishing a Center of Excellence. What Is a CoE and What Does It Do? Focus #1: Performance Management. Focus #2: Replication: Copy and Paste Your CostSavings. How Can a CoE Fit into an Organization? Weaving the CoE into Strategic Planning. Conclusion. Chapter 15 Gaining New Perspectives on Deployment Cost andSpeed Opportunities. Looking for Focus and Flexibility in Deployment. Focusing Deployments on Business Issues. Flexibility in Building Skills. Conclusion. Chapter 16 Reenergizing a Legacy Program. Why Deployments Lose Steam. Building a Steam Engine: Performance Management. Process Ownership: The Partner of PerformanceManagement. How to Reenergize a Deployment. Conclusion. Index.
TL;DR: The advantages and pitfalls associated with Six Sigma should be fully recognized if Six Sigma is to continue its "winning streak" of the past quarter of a century as discussed by the authors, and a realistic and balanced view is certainly called for at this juncture.
Abstract: Six Sigma as a quality improvement framework has enjoyed an unprecedented long period of popularity. This article brings out factors that contribute to the uniqueness of Six Sigma, with its extensions and derivatives such as Design for Six Sigma and Lean Six Sigma. Those features that have brought about an impetus for quality improvement are regarded as “triumphs” of Six Sigma, whereas some worrying trends in the practice of Six Sigma are labeled as “tragedies.” Clearly, industry should leverage on the strengths of Six Sigma and be careful not to become unwitting victims of the weaknesses. A realistic and balanced view is certainly called for at this juncture, and the advantages and pitfalls associated with Six Sigma should be fully recognized if Six Sigma is to continue its “winning streak” of the past quarter of a century.
TL;DR: In this article, the need and benefits for formulating such integration of QM and CI with a comprehensive management system (MS) are discussed in order to ensure alignment of activities and provide industry with competitive advantage.
Abstract: For organisations to be successful, the use of well-structured management systems (MSs), quality management (QM) approach and methodologies for continuous improvement (CI) are all essential. Total quality management (TQM) has been a dominant management concept for CI utilising Deming's concepts of Plan-Do-Check-Act (PDCA). Lean Six Sigma (LSS) is a widely-accepted methodology for CI considered among most modern in the 2000s. Recently, different MSs have gained more attention as they form critical infrastructure for improving and controlling different operating areas of any organisation. In many industries, CI methodologies and MSs are separately implemented, either formally or informally. The lack of their proper integration is one of the main reasons why lots of implementation efforts of CI fail, since it ensures alignment of activities and provides industry with competitive advantage. Thus, the need and benefits for formulating such integration of QM and CI with a comprehensive MS are discussed in this study.
TL;DR: The Practitioner's Guide to Statistics and Lean Six Sigma for Process Improvements as discussed by the authors is a good starting point for this paper, but it is not suitable for the general reader.
Abstract: (2010). The Practitioner's Guide to Statistics and Lean Six Sigma for Process Improvements. Journal of Quality Technology: Vol. 42, No. 3, pp. 328-330.
TL;DR: Whether lean thinking and Six Sigma can be successfully applied to public housing authorities is explored by providing an overview of these quality practices, investigating the unique challenges that will be encountered in their implementation, examining the experience of similar organizations adopting these practices, and providing a case study that demonstrates how these principles and techniques can be applied in an affordable housing process.
Abstract: Inadequate funding for federal housing programs for low-income families and the elderly makes it necessary for public housing authorities to find ways to make do with less In response, a few of these organizations have turned to private-sector quality
05 Aug 2010
TL;DR: In this paper, the authors proposed a first-approximation "core" integrated management system, with the lean enterprise system serving as the central organizing framework, where the other approaches can be selectively incorporated into the 'core' enterprise system to enrich its effectiveness.
Abstract: The lean enterprise system, total quality management, six sigma, theory of constraints, agile manufacturing, and business process reengineering have been introduced as universally applicable best methods to improve the performance of enterprise operations through continuous process improvement and systemic planned enterprise change. Generally speaking, they represent practice-based, rather than theory-grounded, methods with common roots in manufacturing. Most of the literature on them is descriptive and prescriptive, aimed largely at a practitioner audience. Despite certain differences among them, they potentially complement each other in important ways. The lean enterprise system, total quality management and six sigma, in particular, are tightly interconnected as highly complementary approaches and can be brought together to define a first-approximation "core" integrated management system, with the lean enterprise system serving as the central organizing framework. Specific elements of the other approaches can be selectively incorporated into the "core" enterprise system to enrich its effectiveness. Concrete theoretical and computational developments in the future through an interdisciplinary research agenda centered on the design and development of networked enterprises as complex adaptive socio-technical systems, as well as the creation of a readily accessible observatory of evidence-based management practices, would represent important steps forward.
TL;DR: Liver MRI examinations consume statistically significantly more non-value-added and business value-added times than do knee examinations, primarily because of respiratory command management and contrast administration.
Abstract: OBJECTIVE. The purpose of this investigation was to assess workflow for medical imaging studies, specifically comparing liver and knee MRI examinations by use of the Lean Six Sigma methodologic framework. The hypothesis tested was that the Lean Six Sigma framework can be used to quantify MRI workflow and to identify sources of inefficiency to target for sequence and protocol improvement.SUBJECTS AND METHODS. Audio–video interleave streams representing individual acquisitions were obtained with graphic user interface screen capture software in the examinations of 10 outpatients undergoing MRI of the liver and 10 outpatients undergoing MRI of the knee. With Lean Six Sigma methods, the audio–video streams were dissected into value-added time (true image data acquisition periods), business value-added time (time spent that provides no direct patient benefit but is requisite in the current system), and non-value-added time (scanner inactivity while awaiting manual input).RESULTS. For overall MRI table time, va...
TL;DR: The Lean Six Sigma in Service (LSSIS) in service (LSIS) project as discussed by the authors is a case study of the use of six sigma innovation and design methodologies for service applications.
Abstract: Lean six sigma in service, edited by Sandra Furterer, is well-thought-out and instructive and is equally suitable for use as a course text, or as a reference for professionals who use the six sigma innovation and design methodologies. That said, the text is not standalone in the sense that it generally presumes either prior familiarity with a large array of the tools and techniques common to lean/six sigma projects or, if such familiarity is missing, then one or more supplementary resources such as the various method-oriented ‘memory joggers’ available from GOAL/QPC would be helpful, as would a solid background in applied statistics. Dr Furterer served as author or co-author of all case studies so that her knowledge of these is first hand. As made clear by the text title, all applications and case studies presented in the text have a service orientation so that the text is particularly valuable as a resource for navigating the oft less-well-defined waters of the so-called soft side applications. Most of the case studies presented in the text were conducted as student projects in courses taught by Dr Furterer at the University of Central Florida and at East Carolina University, with projects having sponsors/champions and black belt mentors. The two remaining case studies were not conducted as class projects and were associated with city government financial services improvement and with project charter assessment for the information systems division of a Fortune 50 corporation. The initial text chapter discusses various instructional strategies for using the book and is followed by two chapters that discuss lean six sigma approaches and design for six sigma (DFSS). The familiar DMAIC (define – measure – analyse – improve – control) approach to six sigma innovation projects is routinely employed where appropriate, whereas when DFSS is called for, the IDDOV (identify – define – design – optimise – validate) approach is made use of rather than the more commonly used and familiar DMADV (define – measure – analyse – design – verify) approach. This latter choice of IDDOV over DMADV in DFSS applications is reflective of the relatively less mature state of DFSS as opposed to the more well-developed six sigma innovation approaches initially developed at Motorola. Readers desiring to contrast the IDDOV and DMADV approaches to DFSS are referred to, e.g. Gitlow, Levine, and Popovich (2006). Although the differences between IDDOV and DMADV are in principle small, when added to the need for a ‘tools’ supplement to this text, makes the choice of that supplement one that needs to be made somewhat more carefully as most supplements will make use of the DMADV approach or a competing and lesser known one such as the IDOV (invent – innovated – develop – optimise – verify) or CDOV (concept development – design development – optimisation – verification of capability) approaches presented in Creveling, Slutsky, and Antis (2002). The strongest points of the Furterer text are the breadth and organization of service applications of DFSS, along with an impressive array of tools and techniques purposefully
TL;DR: A large public safety net health system successfully improved the effectiveness and efficiency of the specialty clinic referral process through application of Lean Six Sigma, an advanced process-improvement methodology and set of tools driven by statistics and engineering concepts.
Abstract: Designated primary care clinics largely serve low-income and uninsured patients who present a disproportionate number of chronic illnesses and face great difficulty in obtaining the medical care they need, particularly the access to specialty physicians. With limited capacity for providing specialty care, these primary care clinics generally refer patients to safety net hospitals' specialty ambulatory care clinics. A large public safety net health system successfully improved the effectiveness and efficiency of the specialty clinic referral process through application of Lean Six Sigma, an advanced process-improvement methodology and set of tools driven by statistics and engineering concepts.
TL;DR: A multidisciplinary team of physicians and staff conducted a 100-day quality improvement project with the guidance of a quality advisor, and value stream maps for the current state and for the future were developed and tests of change were implemented.
Abstract: Lean Six Sigma process improvement methodologies have been used in manufacturing for some time. However, Lean Six Sigma process improvement methodologies also are applicable to radiology as a way to identify opportunities for improvement in patient care delivery settings. A multidisciplinary team of physicians and staff conducted a 100-day quality improvement project with the guidance of a quality advisor. By using the framework of DMAIC (define, measure, analyze, improve, and control), time studies were performed for all aspects of patient and technologist involvement. From these studies, value stream maps for the current state and for the future were developed, and tests of change were implemented. Comprehensive value stream maps showed that before implementation of process changes, an average time of 20.95 minutes was required for completion of a bone densitometry study. Two process changes (ie, tests of change) were undertaken. First, the location for completion of a patient assessment form was moved from inside the imaging room to the waiting area, enabling patients to complete the form while waiting for the technologist. Second, the patient was instructed to sit in a waiting area immediately outside the imaging rooms, rather than in the main reception area, which is far removed from the imaging area. Realignment of these process steps, with reduced technologist travel distances, resulted in a 3-minute average decrease in the patient cycle time. This represented a 15% reduction in the initial patient cycle time with no change in staff or costs. Radiology process improvement projects can yield positive results despite small incremental changes.
02 Nov 2010
TL;DR: The investigation of the relationship between Process Capability and Six Sigma along with the examination of six Sigma methodology, and a relatively new approach called Lean Six Sigma methodology are provided to identify the key factors that influence the success of Six Sigma project implementation for improving overall management process.
Abstract: Process capability analysis (PCA) and Six Sigma methodology occupy important places in quality and process improvement initiatives As a fundamental technique in any production, quality and process improvement efforts, PCA is used to improve processes, products or services to achieve higher levels of customer satisfaction In order to measure process capability numerically, process capability indices (PCIs) have been developed Six Sigma is widely recognized as a systematic methodology that employs statistical and nonstatistical tools and techniques for continuous quality and process improvement and for managing operational excellence because it challenges to maximize an organization’s return on investment (ROI) through the elimination of nonconforming units or mistakes in the processes (Antony et al, 2005) The application of Six Sigma methodology provides reduction in variance and augmentation in the process capability, which is defined as the proportion of actual process spread to the allowable process spread that is measured by six process standard deviation units Similar to Six Sigma methodology, in a process capability study, the number of standard deviations between the process mean and the nearest specification limits is given in sigma units The sigma quality level of a process can be used to express its capability that means how well it performs with respect to specifications After Zadeh (1965) introduced the Fuzzy Logic (FL) to the scientific world, this new phenomenon rapidly became an essential systematic used in nearly every field of science Due to its capability of data processing using partial set membership functions, an enormous literature about FL is developed with full of its applications In addition, the ability of donating intermediate values between the expressions mathematically turns FL into a strong device for impersonating the ambiguous and uncertain linguistic knowledge (Ross, 2004) But although studies about FL are extremely wide, its application to quality control and especially to PCA is relatively narrow The aim of this chapter is to carry out a literature review of PCA, fuzzy PCA, PCIs, to make comparisons between PCIs, to introduce ppm and Taguchi Loss Function, to discuss the effects of estimation on PCIs as well as to provide general discussion about sample size determination for estimating PCIs Another objective of this chapter is to provide the investigation of the relationship between Process Capability and Six Sigma along with the examination of Six Sigma methodology, and a relatively new approach called Lean Six Sigma methodology, and to identify the key factors that influence the success of Six Sigma project implementation for improving overall management process
TL;DR: In this article, a literature survey was conducted during the research reported in this paper to map the current states of implementing lean, six-sigma and Lean Six-Sigma paradigms in SMEs.
Abstract: During the recent years, lean, Six-Sigma and Lean Six-Sigma paradigms have been widely applied in large size organisations to achieve global competitiveness. As the title implies, Lean Six-Sigma paradigm embraces lean and Six-Sigma concepts. As Lean Six-Sigma is tailor-made to suit large size organisations, there has been little effort on implementing this paradigm in small and medium enterprises (SMEs). SMEs are footprints of large size organisations. Hence the successful implementation of Lean Six-Sigma paradigm in SMEs will help large size organisations to achieve global competitiveness. In this context, a literature survey was conducted during the research reported in this paper. The findings of this survey have been used to map the current states of implementing lean, Six-Sigma and Lean Six-Sigma paradigms in SMEs. After completing this exercise, a Lean Six-Sigma model exclusively to suit SMEs has been proposed.