Lean Six Sigma For Healthcare
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Lean Six Sigma for Healthcare
This book’s unique focus on the role of healthcare leaders and the lessons learned were uncovered during the authors’ research of over 200 U.S. hospitals’ performance. It was written specifically for CEOs, the “C-Suite,” and senior leaders who desire to harness the power of Lean-Six Sigma as their major strategic weapon for progress, as well as those charged to coach them. It is intended for those organizations that operate active Lean-Six Sigma initiatives, but have yet to successfully attack high leverage processes like “In Quality Staffing” and recovering significant Cost of Quality from throughput improvements. It is also intended for senior leaders who have yet to tackle Lean-Six Sigma as their major organization-wide strategic weapon. However, it is also a must-read for managers at all levels, quality professionals, and Lean-Six Sigma Black Belts who desire to aid in assuring that their organizations’ improvement efforts attack strategically versus the all-to-common tactical, project-by-project approach that suboptimizes the power of Lean-Six Sigma. Further, the book and supporting website is full of electronic checklists, tools, templates, suggestions for additional reading, and many recommended 1-hour and 2-hour learning sessions for senior leaders and managers. The changes in this second edition include the following: Many more examples of “In Quality Staffing”, a healthcare translation of one of the seven categories of Lean waste found in the Toyota Production System and one of the most powerful concepts applicable to healthcare. This concept has been described as “the language of nursing” versus a more manufacturing-speak described in other leading Lean-Six Sigma books. Expanded dialogue of the role of Lean in healthcare. Additional embedded case examples.
Applying Lean Six Sigma in Health Care
Author: Thomas K. Ross
language: en
Publisher: Jones & Bartlett Learning
Release Date: 2019-09-16
Written to address the growing demand for Lean Six Sigma expertise, this text provides a step-by-step Define-Measure-Analyze-Improve-Control (DMAIC) process, that describes how to use the tools appropriate for each phase and provide data where tools can be practiced by students. Applying Lean Six Sigma in Health Care trains students on performance improvement techniques and current terminology so that they will be prepared to conduct Lean Six Sigma projects in large health care systems and support the physicians and nurses running these projects. With a focus on application, students learn and utilize the DMAIC process, by applying it to an improvement project that is carried through the text.
Lean Six Sigma Case Studies in the Healthcare Enterprise
Author: Sandra L. Furterer
language: en
Publisher: Springer Science & Business Media
Release Date: 2013-11-26
This book provides a detailed description of how to apply Lean Six Sigma in the health care industry, with a special emphasis on process improvement and operations management in hospitals. The book begins with a description of the Enterprise Performance Excellence (EPE) improvement methodology developed by the author that links several methodologies including systems thinking, theory of constraints, Lean and Six Sigma to provide an enterprise-wide prioritization and value-chain view of health care. The EPE methodology helps to improve flow at the macro or value-chain level, and then identifies Lean Six Sigma detailed improvements that can further improve processes within the value-chain. The book also provides real-world health care applications of the EPE and Lean Six Sigma methodologies that showed significant results on throughput, capacity, operational and financial performance. The Enterprise Performance Excellence methodology is described, and also the Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) problem solving approach which is used to solve problems for health care processes as they are applied to real world cases. The case studies include a wide variety of processes and problems including: emergency department throughput improvement; operating room turnaround; operating room organization; CT imaging diagnostic test reduction in an emergency department; linen process improvement; implementing sepsis protocols in an emergency department; critical success factors of an enterprise performance excellence program.