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First-case tardiness reduction in a tertiary academic medical center operating room: A lean six sigma perspective
Previous research has shown that lean six sigma(LSS) may be successful for addressing first-case tardiness (FCT), a delay of the first surgery of the day. However, evidence of its effectiveness in tertiary public academic hospitals in developing countries is still lacking. In this study, we aim to analyze the impact of a process improvement project in a large public tertiary academic hospital with the goal of reducing OR FCT.
We used the standard LSS framework (DMAIC methodology: define, measure, analyze, improve, control) to address the leading causes of delayed surgery First-case starts. We assessed the effect of our project by comparing FCT on the year prior and after our intervention in our study group of Operating Rooms (OR) and in a control group where we did not implement changes. Primary outcome measures were the proportion of late starts and the mean tardiness in minutes; secondary outcomes included OR raw utilization and cases running after regular hours.
We found a significant decrease in the proportion of late starts and in the mean tardiness after our intervention: late starts decreased from 62% to 31% and mean tardiness reduced from 56 min. to 34 min. We also found an increase in OR utilization rates from 70% to 73% and a decrease in the proportion of cases running late from 9% to 7%, but only the latter effect was statistically significant.
The interventions we have performed in our hospital require simple, low investment actions, which make them especially suitable for being replicated in other public hospitals in developing countries.
Critical success factors for Six Sigma projects
The goal of this article is to identify and understand the relationship between critical success factors for Six Sigma programs and its projects performance, considering Six Sigma projects. This article explores those relationships through PLS (Partial Least Squares) method, using a sample of 149 respondents in Brazil and Argentina. The variables were collected initially by a survey conducted with Black Belts, Green Belts, program managers and company executives and goes further on projects documental analysis. The results show that not all the claimed critical success factors are relevant for program or project performance, what could direct the effort of companies into working harder in the relevant ones. This study has a noteworthy contribution to Six Sigma literature presenting a structural model that shows the significant impact of Six Sigma Method, Project Management and the Project Manager competencies on project performance.
Utilizing Six Sigma to develop standard attributes for a Safety for Facilities Management (SFFM) framework
Repair and maintenance personnel in the field of facilities management (FM), have a much higher rate of injury and illness than the national average. Research has shown that a major contributing factor to these high incidence rates is the disorganization and fragmentation of relevant safety information, coupled with the often time sensitive nature of FM tasks.
In order to improve worker’s safety during the FM phase, a BIM-based Safety for Facilities Management (SFFM) framework is being developed to categorize, consolidate, process, and efficiently present job specific, relevant safety information to FM personnel.
In order to properly develop the SFFM, the safety information that is applicable to FM staff must first be identified, organized, and categorized. This is executed through a number of research methods, structured within the theoretical framework of Six Sigma’s Define-Measure-Analyze-Design-Verify (DMADV).
By systematically collecting, analyzing, and categorizing data within the Define Phase of DMADV, an iterative process with validation steps provides a rigorous and a comprehensive evaluation of the data.
This paper describes the data collection and analysis methods, known as the Define Phase, of Six Sigma’s Define-Measure-Analyze-Design-Verify (DMADV) methodology, in order to develop safety properties that are utilized within the BIM-based SFFM framework.
Improving supply chain information sharing using Design for Six Sigma
a b s t r a c t
Accurate and reliable information is needed to support decision-making processes. Due to the large num- ber of participants typically involved in supply chain operations, organizations often find that it is difficult to effectively share information within a supply chain; hence, this research examined ways to improve information sharing within supply chain operations for one marine transportation services organization. An action research, case study approach used the Design for Six Sigma (DFSS) methodology to design an information technology solution that effectively communicates information between the layers within the supply chain regarding the movement of materials via inland tank barges. The comparative analysis of verification and baseline measurements conducted suggests this project was successful because the new process fulfilled the needs of the work environment for which it was designed. For the organization that participated in this research, the successful adoption of the new approach for information sharing improved communication and decision making within their supply chain. © ۲۰۱۴ AEDEM. Published by Elsevier España, S.L.U. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Managing multiple projects: Applying a demand-based approach
When incorporating live student projects in the classroom, it can become overwhelming for the instructor as they often face challenges in managing multiple projects. This article provides an overview of the common problems that can occur while overseeing multiple projects simultaneously. Within the paper, a demand-based approach to managing multiple projects is defined and proposed as a method for overcoming these problems. Case study results are provided from a Six Sigma consulting program that included multiple student live client projects, both on-campus and abroad. The results indicate that the demand-based approach provided an effective system for managing multiple student projects simultaneously, based on organizational evaluations of team performance metrics. Exhibits in the form of tables comparing the traditional and demand-based approaches are provided.