Topic
Lean Six Sigma
About: Lean Six Sigma is a research topic. Over the lifetime, 1919 publications have been published within this topic receiving 29142 citations.
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TL;DR: In this article, the authors present two case studies for Lean Six Sigma Projects completed at a worldwide manufacturer of precision slip ring and integrated motion systems for high performance requirements in military and commercial aircraft, satellites and space vehicles, missiles, and automated industrial machinery.
Abstract: In this paper, we review the rational and potential framework for combining principles of Six Sigma with those of Lean Manufacturing and present two case studies for Lean Six Sigma Projects completed at a worldwide manufacturer of precision slip ring and integrated motion systems for high performance requirements in military and commercial aircraft, satellites and space vehicles, missiles, and automated industrial machinery. Lean Manufacturing and Six Sigma business improvement programmes are often implemented separately. A growing number of companies have realised these programmes are a dynamic, synergistic force rather than two separate and competing initiatives. A proprietary military application case study is presented whereby substantial documented improvements in reductions of cost, cycle time, customer returns and inventory, and an increase in production capacity will be presented. In the second study, an automated document control system was implemented, reducing customer rejections and manufacturing delays due to document revision errors during production.
26 citations
TL;DR: The systematic review of the literature on lean business models suggests that the models such as several process improvement cost models, lean thinking models, managerial process improvement, and models of care can be used in the healthcare industry to reduce waste and costs and improve patient satisfaction.
Abstract: This paper includes the systematic literature review on lean business models used in the healthcare industry to aid in reducing waste, costs, and improving overall patient care and satisfaction. A ...
26 citations
TL;DR: This project successfully decreased patient time of stay and adopted and followed the Lean Six Sigma DMAIC (define, measure, analyze, improve, and control) approach.
Abstract: Long wait times limit our ability to provide the right care at the right time and are commonly products of inefficient workflow. In 2013, the demand for musculoskeletal (MSK) procedures increased beyond our department's ability to provide efficient and timely service. We initiated a quality improvement (QI) project to increase efficiency and decrease patient time of stay. Our project team included three MSK radiologists, one senior resident, one technologist, one administrative assistant/scheduler, and the lead technologist. We adopted and followed the Lean Six Sigma DMAIC (define, measure, analyze, improve, and control) approach. The team used tools such as voice of the customer (VOC), along with affinity and SIPOC (supplier, input, process, output, customer) diagrams, to understand the current process, identify our customers, and develop a project charter in the define stage. During the measure stage, the team collected data, created a detailed process map, and identified wastes with the value stream mapping technique. Within the analyze phase, a fishbone diagram helped the team to identify critical root causes for long wait times. Scatter plots revealed relationships among time variables. Team brainstorming sessions generated improvement ideas, and selected ideas were piloted via plan, do, study, act (PDSA) cycles. The control phase continued to enable the team to monitor progress using box plots and scheduled reviews. Our project successfully decreased patient time of stay. The highly structured and logical Lean Six Sigma approach was easy to follow and provided a clear course of action with positive results. (©)RSNA, 2016.
26 citations
TL;DR: Concerning the structure of an improvement organization, skills of employees and, practical modifications to LSS's celebrated DMAIC roadmap to solidify its applicability in the modern age of data are suggested.
Abstract: The amount of available data is rapidly increasing, which is an opportunity to the Lean Six Sigma (LSS) methodology. Starting off with a well-established definition of LSS as theoretical foundation...
25 citations
TL;DR: The authors used the LSS methodology as an intervention to improve systems process and found that the completeness of discharge documentation required for transition of care to CIIRP can be improved.
Abstract: Lean Six Sigma (LSS) process analysis can be used to increase completeness of discharge summary reports used as a critical communication tool when a patient transitions between levels of care. The authors used the LSS methodology as an intervention to improve systems process. Over the course of the project, 8 required elements were analyzed in the discharge paperwork. The authors analyzed the discharge paperwork of patients (42 patients preintervention and 143 patients postintervention) of a comprehensive integrated inpatient rehabilitation program (CIIRP). Prior to this LSS project, 61.8% of required discharge elements were present. The intervention improved the completeness to 94.2% of the required elements. The percentage of charts that were 100% complete increased from 11.9% to 67.8%. LSS is a well-established process improvement methodology that can be used to make significant improvements in complex health care workflow issues. Specifically, the completeness of discharge documentation required for transition of care to CIIRP can be improved.
25 citations