NSU hospital in US runs 14 hospitals. It applied Six Sigma to reduce time in bed allotments and turnaround time. Initial analysis showed that there were not enough beds, however a deeper analysis revealed that staff was wrongly using the bed tracking system (BTS) which led to delays in assignment and subsequent delays in operations and emergency services. The bed turnaround project was targeted at the surgical nursing unit. In the “define” stage of the DMAIC process, a mapping of the admission-discharge process was completed. In the “measure” stage it was found that target turnaround time must be between 120 minutes and 150 minutes. The research team also found a DPMO of 672,725 which translates to 1 sigma and average turnaround time of 226 minutes. Next they identified all the variables affecting turnaround time using a cause and effect diagram. In the “analyse” stage specific variables were prioritized and analysed. Results showed that technical and communication failure were the two main roadblocks causing severe delays. It was found that staff was not adequately trained and severe lack of communication between the admission department and other teams. A host of other problems were also found and rectified. In the “improve” stage turnaround time was reduced to 90 minutes from 226 minutes. In the “control” stage SPC charts were used and turnaround time further improved to 69 minutes. The results were subsequently applied to all units of the hospital and led to higher customer satisfaction. To determine: Identify a process in a hospital, restaurant, school, or other service that might be improved by the Six Sigma DMAIC process, and discuss how to apply it, including the specific DMAIC stages

Question

Want to see the full answer?

Answer 1

Question

Chapter 2, Problem 8.1ASC

Summary Introduction

Case summary:

NSU hospital in US runs 14 hospitals. It applied Six Sigma to reduce time in bed allotments and turnaround time. Initial analysis showed that there were not enough beds, however a deeper analysis revealed that staff was wrongly using the bed tracking system (BTS) which led to delays in assignment and subsequent delays in operations and emergency services. The bed turnaround project was targeted at the surgical nursing unit.

In the “define” stage of the DMAIC process, a mapping of the admission-discharge process was completed. In the “measure” stage it was found that target turnaround time must be between 120 minutes and 150 minutes. The research team also found a DPMO of 672,725 which translates to 1 sigma and average turnaround time of 226 minutes. Next they identified all the variables affecting turnaround time using a cause and effect diagram.

In the “analyse” stage specific variables were prioritized and analysed. Results showed that technical and communication failure were the two main roadblocks causing severe delays. It was found that staff was not adequately trained and severe lack of communication between the admission department and other teams. A host of other problems were also found and rectified.

In the “improve” stage turnaround time was reduced to 90 minutes from 226 minutes. In the “control” stage SPC charts were used and turnaround time further improved to 69 minutes. The results were subsequently applied to all units of the hospital and led to higher customer satisfaction.

To determine: Identify a process in a hospital, restaurant, school, or other service that might be improved by the Six Sigma DMAIC process, and discuss how to apply it, including the specific DMAIC stages

Expert Solution & Answer

Want to see the full answer?

Check out a sample textbook solution

See solution

Students have asked these similar questions

What is the best way to manage emotions and thoughts? How to work through Emotions and thoughts?

What are the emotions or stressful thoughts? What are the differences between them? How can we work through the emotions or stressful thoughts? How can we avoid or prevent emotions or stressful thoughts from happening or occurring? What are the obstacles?

Main Challenges at TechInnovateStrategic DirectionTechInnovate's board of directors is pushing for a more aggressive expansion into emerging markets, particularly in Africaand Southeast Asia. However, there's internal disagreement about whether to focus on these new markets or consolidatetheir position in existing ones. Sarah Chen favors rapid expansion, while some senior executives advocate for a morecautious approach.Ethical ConcernsThe company's AI algorithms have come under scrutiny for potential biases, particularly in facial recognition technology.There are concerns that these biases disproportionately affect minority groups. Some employees have voiced ethicalconcerns about selling this technology to law enforcement agencies without addressing these issues.Team Leadership and DiversityTechInnovate's leadership team is predominantly male and Western, despite its global presence. There's growing pressurefrom employees and some board members to diversify the leadership team to…