Category: Case Studies

To increase operational efficiency and access within its perioperative department, The Children’s Hospital in Denver, Colorado, USA, began a focused improvement initiative in 2005. The next year, the hospital project had produced significant results.

The application of Six Sigma to healthcare has gained increasing visibility during the last several years, with a great deal of the attention focused on initiatives taking place within the United States. It’s important to note, however, that success has not been limited only to efforts of U.S. hospitals and medical centers. Last year in […]

To accommodate growth in surgical service without adding resources, a Six Sigma team at Deaconess Hospital takes aim at reducing the number of same day surgical cancellations.

Special radiology procedures can be some of the most difficult to manage in healthcare. Their production relies on the chorus of a multidisciplinary team working within a limited time frame. Ancillary department performance can directly affect outcome performance for the unit. Defects such as missing orders, missing history and physicals or problems with patient flow […]

The nuclear medicine department located in the Ospedale Santa Croce e Carle in Cuneo, Italy, has always been recognized as a national and international reference site for its clinical compentencies and innovative facility design. When originally opened, the nuclear medicine department was structured to provide the best possible service to patients. This included a focus […]

More than 70 million Americans have some form of cardiovascular disease, including stroke, high blood pressure, congestive heart failure (CHF) and acute myocardial infarction (AMI). The numbers continue to rise as the population ages, and improving the timeliness and quality of cardiovascular care continues to be a critical area of focus for healthcare providers. Some […]

One of the benefits associated with the deployment of digital image capture technologies is the elimination for the need to photographically record images on microfilm. There is a general perception that the quality of microfilm images is inferior to those produced by recently deployed digital imaging equipment. Despite the perception, there was a need and […]

For a business to successfully change its processes to meet customer needs and expectations, it must use measurable critical-to-satisfaction data. One company, a homebuilding business, used customer satisfaction surveys to measure performance for several years with customers receiving surveys periodically throughout their homebuilding experience. Then the company used this information to implement change. Data collected […]

A Six Sigma project at a medical transcription company in India for U.S.-based customers first debunked the myth that output quality variability cannot be systematically improved because of the inherent variability of input quality and human skills. Then, encouraged by the results, the company launched a second phase of the quality movement to consolidate learning, […]

A young, rapidly expanding financial services company located in India runs an in-house help desk for responding to customer queries via email or telephone. Help desk response time is tracked using software that calculates the time between registering and closing calls. A project was instituted to train employees in the relevant tools and techniques of […]

Whether implementing Six Sigma in Munich or Manhattan, Paris or Prague, certain common factors are critical for success. Nonetheless, how one successfully applies these factors is culturally dependent. Universal Critical Success Factors Accepting the General Electric definition of Six Sigma as “completely satisfying customers’ needs profitably” means that Six Sigma requires a company-wide initiative to […]

Deployment is one of the most critical elements of a successful Six Sigma program. Top-down support, Champion training, wide publicity and Six Sigma awareness training for all employees are usual components. In addition, employees selected to be Black or Green Belts must be trained, and projects strategically selected. But deployment is not a destination. Rather, […]

Moving patients efficiently through the system can become a challenge for hospitals and imaging centers, especially as demand increases. This was the case for the radiology department at Watson Clinic in Lakeland, Florida, USA. A growing backlog of appointments – particularly in computed tomography (CT) scans – had begun to impact timely access to services. While […]

In many industries, improvement projects quickly face an obstacle: The lack of easy to get and reliable data. This is especially true when the critical-to-quality elements (CTQs) of the project are “soft attributes” such as taste, smell or texture. Facing such a problem in the food and drink industries is obvious. While in a Kano […]

In October 2003, a small group of employees began Black Belt training to give new impetus to Canada Post’s process excellence movement. Since then, they and a second cadre of process experts, Green Belts, have, with their many project teams, netted the company more than $7 million in savings and revenues. By the end of […]

A young, rapidly expanding insurance company in India, which was looking for breakthrough improvements in its customer service, decided its No. 1 critical-to-quality objective would be “reducing the turnaround time from an insurance proposal to policy.” Phase 1 of the project achieved dramatic success with turnarounds, reducing time in the central processing division by 80 […]

Cardiovascular disease is the leading cause of death in the United States, and more than 900,000 people annually are diagnosed with acute myocardial infarction (AMI). The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and the Centers for Medicare and Medicaid (CMS) have identified AMI as one of the early priority focus areas for hospital […]

When confronted by concerns of some physicians about frequent lengthy delays that they experienced admitting patients, Memorial Hermann Southwest Hospital in Houston, Texas, assembled a cross-functional Six Sigma team to identify and address any underlying issues that might be causing the delays. The business case for pursuing the project was clear. Improving bed management and […]

The diagnostic testing center at Northwestern Memorial Hospital in Chicago is an outpatient laboratory that is kept perennially busy serving the needs of the community. Thousands of walk-in patients are seen each year, primarily for blood tests (phlebotomy) and electrocardiograms (EKGs). Although Northwestern receives acclaim for its patient care, some complaints had begun to surface […]

A power distribution company in India, serving domestic, commercial, industrial and agricultural users, was not meeting the country’s performance standard regulations for metering and billing. A Six Sigma project was initiated to reduce cycle time.

The Emergency Department (ED) increasingly is becoming the sole source of medical care for many individuals. It also is often called the “gateway” to the hospital since it is the first encounter many patients have with the hospital. Thus it is the place where positive or negative perceptions of the hospital initially may be formed. […]

Of all the new and innovative applications for Six Sigma, none may be as interesting as one being used in the state of Colorado – applying Six Sigma to all aspects of a public school system. And “all aspects” includes the heart of every school district – the classroom. In 2008, businessman Jim Weigel, who […]

The quality and variability of care delivered by hospitals is highly profiled in the media today. Pick up a newspaper, turn on the television or open a healthcare trade journal and chances are there will be an article detailing the real or possible occurrence of medical errors, allegations of a hospital’s failure to comply with […]

During the Define phase, it is common that a project is made smaller and more manageable by limiting the scope of the business process it will address. This may, however, cause problems during the Measure and Analyze phases when root causes outside the project scope are found. An exploration of this issue is found in […]