Document Type : Original Article(s)
Authors
1 Associated Professor, Health Information Management, Shahidbeheshti University of Medical Sciences, Tehran
2 MSc, Community Health, Head of Quality Control Shahid Hasheminejad Hospital, Tehran
Abstract
Introduction: Health care organizations have begun applying six sigma methods into their operations. On the other hand, the difficulty of using indicators to compare health care providers in a meaningful way has led to an increased focus on using information about “adverse events”- that is , events that should not happen in a hospital - as a measure of quality. This information is required to perform Six Sigma methods. By nesting the Lean flow methodology within the six sigma methodology, a synergy can be attained that provides results that are much more significant than the results of the individual approaches. When Lean is added to six sigma , slow processes are challenged and replaced with more streamlined workflows. Additionally, the data gathered during Lean Flow implementation helps identify the highest–impact six sigma opportunities. When six sigma is added to Lean flow, a much-needed structure is provided that makes it easier to consistently achieve optimum flow. Organizations that use a combination of Lean and six sigma (Lean-sigma) methods incorporate a testing phase during the fourth step of DMAIC cycle (improve). In this step, teams create solutions, develop tests of change, learn from the test, improve the change, and then test again, eventually finding the best - fit solution. By the time a solution is ready to be implemented, it has undergone many tests of change and has a greater chance of acceptance.The Charleston area medical center used six sigma methodology to evaluate and improve its rate of colon and vascular surgical site infections.Keywords: Quality of health care; Health status indictors; Process improvement; Outcomeassessment.
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