Impact of 5 Years of Lean Six Sigma in a University Medical Center

Niemeijer, Gerard C.; Trip, Albert; Jong, Laura J. de; Wendt, Klaus W.; Does, Ronald J. M. M.

doi:10.1097/qmh.0b013e31826e74b7

Cited by 43 publications

(57 citation statements)

References 5 publications

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“…Currently, various hospitals have incorporated Six Sigma, Lean Management or Lean Six Sigma in their organization and have published several cases describing improvement projects [13,14,18,26,28,[31][32][33]. Like the current study, these studies mostly implement LSS for singular improvement projects [12,14,17,[26][27][28][29].…”

Section: Discussionmentioning

confidence: 99%

Decreasing the dispatch time of medical reports sent from hospital to primary care with Lean Six Sigma

Basta

Zwetsloot

Klinkenbijl

et al. 2016

Evaluation Clinical Practice

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Section: Discussionmentioning

confidence: 99%

Decreasing the dispatch time of medical reports sent from hospital to primary care with Lean Six Sigma

Basta

Zwetsloot

Klinkenbijl

et al. 2016

Evaluation Clinical Practice

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show abstract

“…[7][8][9][10] Lean management, pioneered by Toyota Motor Company, is an approach to operations that supports the concept of continuous improvement through small, incremental changes resulting in enhanced quality and eiciency. [7][8][9][10] Lean management, pioneered by Toyota Motor Company, is an approach to operations that supports the concept of continuous improvement through small, incremental changes resulting in enhanced quality and eiciency.…”

mentioning

confidence: 99%

“…One method of addressing diicult organizational issues that has been successfully applied to industry and health care is the Lean approach. [7][8][9][10] Lean management, pioneered by Toyota Motor Company, is an approach to operations that supports the concept of continuous improvement through small, incremental changes resulting in enhanced quality and eiciency. 11,12 Eforts are placed on eliminating non-value-added steps (known as "waste") that do not directly beneit the customer.…”

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confidence: 99%

Clinical Integration in a Dental School Clinic Through an Enhanced Patient Intake Process

Robinson

Fischbach

Salisbury

et al. 2019

Journal of Dental Education

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Dental care in the U.S. is based on a general practice model of care delivery that can be enhanced by the integration of the dentists and allied dental professionals. There are 25 U.S. dental schools with associated dental hygiene programs, presenting distinctive opportunities for educating the dental health care team. Integrated educational clinical experiences are believed to positively influence teamwork and quality of care that parallels the authentic general practice environment. Lean management, developed by Toyota and used in a variety of types of organizations including health care, provides a distinctive blend of engineering principles and operations management to enhance business and operations processes. A fundamental principle of Lean management is the elimination of waste and preservation of only those value‐added components of a process. The faculty and staff of The Ohio State University College of Dentistry, trained in Lean process improvement, applied techniques to enhance and integrate an inefficient patient intake (admissions) process. The aim of this initiative was to improve patient throughput in the patient intake process and to provide dental and dental hygiene students with enhanced educational experiences from improved clinical integration. These goals were achieved through streamlining patient flow and relocating major phases of the process. Although new patient retention and cancellation/no‐show rates remained mostly unchanged, this enhancement project resulted in improved access to care, improved continuity of care, expanded scope of dental services offered, improved patient satisfaction, and enhanced dental and dental hygiene student collaboration and teamwork. These outcomes suggest that process improvement initiatives can serve as valuable opportunities for integration of the dental health care team.

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“…Given its positive effects on improving effectiveness and efficiency, Lean Six Sigma (LSS) is a business approach that is receiving a great deal of attention in the healthcare industry . Although there are differences between Lean and Six Sigma, at their core they are both customer‐centered, quality methodologies designed to improve process efficiency and product quality through waste elimination, creating standardized work and reducing variation…”

mentioning

confidence: 99%

Redesigning an inpatient pediatric service using Lean to improve throughput efficiency

Beck

Gosik

2014

Journal of Hospital Medicine

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BACKGROUND Data suggest that delays in discharges from inpatient units affect hospital throughput and contribute to emergency department crowding. Lean/Six Sigma (LSS) has been shown to improve inefficiencies in other industries. There are no published data on what impact LSS can have on advancing and sustaining earlier patient discharges. OBJECTIVE Determine the impact LSS has on advancing times of placement of discharge order and patient discharge compared to control. Secondary outcomes were length of stay (LOS) and readmission rates. DESIGN Prospective quality study with concurrent controls. SETTING Academic medical center. PATIENTS Hospitalized pediatric patients compared to remainder of the children's hospital services. INTERVENTIONS Staff reallocation, creation of standard workflow, multidisciplinary predischarge planning, and creation of a discharge checklist. MEASUREMENTS Median time of discharge order entry and median time of actual patient discharge, proportion of patients discharged before noon and 2 pm, and LOS and readmission rates. RESULTS The median time of order entry was 10:45 compared to 14:05, and the median time of discharge was 14:15 compared to 15:48. The LOS and the readmission rates remained the same in both cohorts. The control group had faster baseline discharge order entry and patient discharge, but discharge performance did not improve, despite a significantly lower average daily census. CONCLUSIONS We determined that Lean approaches can have an immediate and sustained impact on advancing patient discharges, with no negative affect on LOS or readmission rates. Our intervention generated consistent results independent of personnel during the busiest months of the year at a tertiary care children's hospital. Journal of Hospital Medicine 2015;10:220–227. © 2014 Society of Hospital Medicine

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Impact of 5 Years of Lean Six Sigma in a University Medical Center

Cited by 43 publications

References 5 publications

Decreasing the dispatch time of medical reports sent from hospital to primary care with Lean Six Sigma

Decreasing the dispatch time of medical reports sent from hospital to primary care with Lean Six Sigma

Clinical Integration in a Dental School Clinic Through an Enhanced Patient Intake Process

Redesigning an inpatient pediatric service using Lean to improve throughput efficiency

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