Design for Six Sigma (DFSS) has been implemented in different industries as a methodology to design or redesign processes. In this paper, DFSS is used to develop a triage process for an emergency department (ED) at a Jordanian hospital. Different performance measures, such as length of stay (LOS) and waiting time (WT), are employed to evaluate the hospital's ED performance before and after the triage process. Discrete event simulation (DES) models were developed using ProModel software. The models have been verified and validated. The results indicate that LOS will be reduced by 34% and WT by 61% after the triage system is implemented, without any additional staff. Moreover, as a result of the triage process, the WT sigma level is improved from 0.66 to 5.18, and the LOS sigma level is improved from 0.58 to 3.09. N. Mandahawi et al.

Purpose Organizations have varied levels of success with Lean implementation and many did not see tangible results. Some scholars believe the reason has to do with weak Lean culture or Lean values (LVs). The purpose of this paper is to study the relationship between Lean implementation practices and LVs. The research goes further to study the nature of this relationship; does LVs affect Lean practices only or do they affect each other in a reciprocal manner? Design/methodology/approach Literature regarding Lean implementation in various sectors was reviewed. Representatives from several organizations were surveyed. Results from both approaches are compared and presented to highlight the key challenges and drivers facing Lean implementation. Findings Lean works well on enhancing organization performance (OP) but the implementation has to be preceded by careful nourishment of the proper Lean culture and LVs. The relationship between Lean implementation and LVs is of a complex nature and driven by OP. Practical implications The study has important managerial implications that is if Lean is going to be sustained, continuous efforts has to be exerted by Lean professionals to engage leaders and decision makers in the organization and ensure proper values are nurtured. Originality/value This is the first study to examine the reciprocal relationship between Lean implementation practices and LVs while focusing on OP by employing a structural statistical model.

Purpose The manufacturing of intelligent and secure visual data transmission over the wireless sensor network is key requirement nowadays to many applications. The two-way transmission of image under a wireless channel needed image must compatible along channel characteristics such as band width, energy-efficient, time consumption and security because the image adopts big space under the device of storage and need a long time that easily undergoes cipher attacks. Moreover, Quizzical the problem for the additional time under compression results that, the secondary process of the compression followed through the acquisition consumes more time. Design/methodology/approach Hence, for resolving these issues, compressive sensing (CS) has emerged, which compressed the image at the time of sensing emerges as a speedy manner that reduces the time consumption and saves bandwidth utilization but fails under secured transmission. Several kinds of research paved path to resolve the security problems under CS through providing security such as the secondary process. Findings Thus, concerning the above issues, this paper proposed the Corvus corone module two-way image transmission that provides energy efficiency along CS model, secured transmission through a matrix of security under CS such as inbuilt method, which was named as compressed secured matrix and faultless reconstruction along that of eminent random matrix counting under CS. Originality/value Experimental outputs shows intelligent module gives energy efficient, secured transmission along lower computational timing also decreased bit error rate.

Six Sigma is used heavily in various industrial sectors, yet no noticeable applications are seen in healthcare logistics. This paper reveals the special case of healthcare logistics where cost reduction is not the only factor considered in project selection; performance and criticality of each item in the logistics system are of high importance as well. This paper provides a proposed framework to apply Six Sigma in the area of healthcare logistics. It also presents a case study implementing the proposed framework at a Jordanian hospital. In the case study, the paper reveals how the modifications of the define phase to take into consideration the criticality, cost, and performance of items make typical Six Sigma methodology very beneficial for healthcare logistics. In addition, it shows how the Six Sigma project selection can be done to deal effectively with healthcare logistics issues. This paper paves the road for research to elaborate on ways to use Six Sigma in the area of improving healthcare logistics.

This work tries to answer the following question: can healthcare be engineered using lean management tools? Lean is known to achieve successful results when implemented in the manufacturing sector. Typical results are operational cost reduction, cycle time reduction, and higher customer satisfaction. The service sector, however, has seen mixed results. For the last two decades, educators and healthcare professionals are trying to implement lean tools in healthcare. Some reported success and many did not, for variety of reasons. In this paper, we search the literature and reveal the special nature of healthcare services, success factors, and barriers facing implementation of lean in healthcare. We then conduct a survey of 18 elite Jordanian hospitals to study the case holistically. Statistical analysis of the survey results confirmed some of what the literature revealed; organizational leadership seems to be the most dominant factor, followed by knowledge of employees about lean, training, and patient satisfaction (customer focus). Another important finding, not captured by the literature, is that lean implementation success depends on educating physicians about continuous improvement and lean and ensuring they are part of the improvement team. Based on the revealed enablers and obstacles, we created a full lean implementation framework. This framework was then used along with selected engineering tools to implement lean in a major hospital successfully. Implementation results showed 60% of reduction in cycle time, 80% reduction in operational cost, and many other benefits.