Tag: DMAIC project

Part 1 of this combination “case study and tutorial” tracks the inception of a Six Sigma DMAIC project by an IT support business. The project is aimed at helping the company become more competitive and profitable. Each part follows the project team as it works through another stage of the DMAIC methodology. Click to read […]

This combination “case study and tutorial” tracks the inception of a Six Sigma DMAIC project by an IT support business. The project is aimed at helping the company become more competitive and profitable. Each part follows the project team as it works through another stage of the DMAIC methodology. Click to read the rest of […]

Software can be a helpful tool but it is not a magic wand. After investing half a million dollars in tracking software for its call center and still seeing a high volume of complaints, one company used DMAIC to turn a disaster into a success.

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.

Healthcare organizations currently implementing Six Sigma are finding no shortage of opportunities for applying this approach – and many are reaping substantial benefits in terms of cost, quality and productivity. One area increasingly targeted in recent years has been the cardiac catheterization lab, which is generally a high-volume, challenging and complex environment within any healthcare facility. […]

A DMAIC project at New York-Presbyterian Hospital improved throughput – case start time, room turnaround time and patient prep time – in three cardiac cath labs.

The managers of a lockbox operation in the upper Midwest were not at all pleased. The corporate clients for whom they processed millions of dollars in payments were very intolerant of errors. Yet in the first months of a new quality improvement effort, the error rate per 100,000 transactions doubled from 15 to 30. Truth […]