Lean Six Sigma Sample Analysis Process in a Microbiology Laboratory

Stoiljkovic, V.; Trajković, Jasmina; Stoiljković, Bratislav

doi:10.2478/v10011-011-0018-2

Cited by 17 publications

(14 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…At the end of the analysis of the ER processes, the preliminary stage of Lean assessment, a value stream mapping (VSM) was drafted. VSM is a key tool for identifying opportunities to reduce waste and more tightly integrate process steps, thus improving processing efficiency [ 4 ]. In a VSM, key people, resources, activities and information flows, required to deliver a product or service, are made explicit and depicted graphically.…”

Section: Methodsmentioning

confidence: 99%

“…The Lean Method exploits a set of tools to streamline processes and to eliminate unnecessary time-consuming steps. Lean thinking [ 4 ] seeks to enhance performance and meet customer needs by reducing complexity, improving process flow and removing unnecessary or non-value-added activities [ 5 , 6 ], as has been well described by references [ 6 – 8 ].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Lean thinking to improve emergency department throughput at AORN Cardarelli hospital

Improta

Romano

Cicco

et al. 2018

BMC Health Serv Res

View full text Add to dashboard Cite

BackgroundThroughout the world, emergency departments (ED) are characterized by overcrowding and excessive waiting times. Furthermore, the related delays significantly increase patient mortality and make inefficient use of resources to the detriment of the satisfaction of employees and patients. In this work, lean thinking is applied to the ED of Cardarelli Hospital of Naples with the aim of increasing patient flow, improving the processes that contribute to facilitating the flow of patients through the various stages of medical treatment and eliminating all bottlenecks (queue) as well as all activities that generate waste.MethodsThis project was performed at National Hospital A.O.R.N. A. Cardarelli of Naples. The historical times of access to the ED were analysed from January 2015 to June 2015, for a total of 16,563 records. Subsequently, starting in November 2015, corrective actions were implemented according to the Lean Approach. Data collected after the introduced improvements were collected from April 2016 to June 2016 and compared to those collected during the starting period.ResultsThe results acquired before application of the Lean Thinking strategy illustrated the as-is process with its drawbacks. An analysis of the non-added value activities was performed to identify the procedures that need to be improved. After implementation of the corrective actions, we observed a positive increase in the performance of the ED, quantified as percentages of hospitalized patients according to triage codes and waiting times.ConclusionThis work demonstrates the applicability of Lean Thinking to ED processes and its effectiveness in terms of increasing the efficiency of services and reducing waste (waiting times).

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Lean thinking to improve emergency department throughput at AORN Cardarelli hospital

Improta

Romano

Cicco

et al. 2018

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Both Lean and Six Sigma require a company to focus on its products and customers [19]. According to Stoiljković et al [22], the concepts of lean and six sigma are intertwined in that Lean speed enables Six Sigma quality and Six Sigma quality enables Lean speed. Pepper and Spedding [17] and Ferng and Price [23] similarly identify that Lean thinking may be used to identify areas of improvement and set standards, while the Six Sigma methodology may be used for targeting them and for investigating deviations from said standards.…”

Section: Comprehensive Review 21 Lean and Six Sigmamentioning

confidence: 99%

Lean Six Sigma in Manufacturing: A Comprehensive Review

Bhaskar¹

2020

Lean Manufacturing and Six Sigma - Behind the Mask

View full text Add to dashboard Cite

Lean Six Sigma is a systematic approach to reduce or eliminate activities that do not add value to the process. It highlights removing wasteful steps in a process and taking the only value added steps. The lean six sigma method ensures high quality and customer satisfaction in the manufacturing. The main purpose of this chapter is to explore the Lean Six Sigma (LSS) in the manufacturing sector. This chapter focuses on the different critical aspects of LSS. The core sections of this chapter are Introduction; Key lean six sigma principles; Tools and techniques; Lean six sigma methodologies; Critical success factors; Lean six sigma framework; Lean six sigma strategy; Implementation of Lean Six Sigma in SMEs; significant benefits; Significant barriers to implement lean; Assessment of Lean Six Sigma Readiness; Emerging trends in Lean Six Sigma; and Successful examples/stories in the manufacturing industry. The final section of the chapter contains the conclusions and suggestions. It is important for practitioners to be aware of Lean six sigma benefits, impeding factors, Tools and techniques, methodologies etc. before starting the Lean six sigma implementation process. Hence, this chapter could provide valuable insights to practitioners. It also gives an opportunity to Lean six sigma researchers to understand some common themes within this chapter in depth.

show abstract

“…Uma cultura de melhoria contínua a partir de evento Kaizen que eliminem/reduzam os desperdícios ou as atividades que não-agregam valor e promova a redução dos custos é alcançada com a análise dos processos, com o envolvimento das pessoas, a descrição de procedimentos operacionais, implementação de princípios de gestão e aprendizagem e implementação/uso de práticas/ferramentas/técnicas de melhoria contínua. (CARNERUD et al, 2018;HABIDIN et al, 2018;GARCÍA et al, 2013;STOILJKOVIC et al, 2011). Entre as propostas é destacado o Programa 5S por ser uma das abordagens mais universais para um processo de mudança organizacional e melhoria da qualidade de produtos e processos no âmbito de uma filosofia Kaizen.…”

Section: Melhoria Contínua (Kaizen)unclassified

Implantação do programa 5S em uma fábrica de vassouras de garrafa PET a partir do Diagrama Espaguete

et al. 2019

View full text Add to dashboard Cite

Um dos principais desperdícios destacados pela filosofia Lean Manufacturing é a movimentação desnecessária de pessoas, matéria-prima, ferramentas e/ou produtos entre os processos de produção. Comumente, é uma atividade que não agrega valor ao produto, afeta o desempenho operacional e provoca fadiga, falta de concentração e aumenta os esforços físicos dos colaboradores. O objetivo do trabalho é descrever os resultados alcançados com a aplicação do Programa 5S e Diagrama Espaguete em um evento Kaizen em uma pequena empresa que fabrica vassouras de garrafa PET. Entre os resultados alcançados se destacam as mudanças no layout da indústria e a implantação dos princípios do Programa 5S que terminaram reduzindo a movimentação dos colaboradores e aumentaram o nível de satisfação com relação ao ambiente de trabalho.

show abstract

Lean Six Sigma Sample Analysis Process in a Microbiology Laboratory

Cited by 17 publications

References 4 publications

Lean thinking to improve emergency department throughput at AORN Cardarelli hospital

Lean thinking to improve emergency department throughput at AORN Cardarelli hospital

Lean Six Sigma in Manufacturing: A Comprehensive Review

Implantação do programa 5S em uma fábrica de vassouras de garrafa PET a partir do Diagrama Espaguete

Contact Info

Product

Resources

About