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Deploying Six Sigma in a health care system as a work in progress
Jon B Christianson1, Louise H Warrick, Richard Howard
1Department of Healthcare Management, Carlson School of Management, University of Minnesota, Minneapolis, USA. chris001@umn.edu
Joint Commission Journal on Quality and Patient Safety
|December 13, 2005
Summary
Implementing Six Sigma in healthcare requires a strategic project portfolio management approach. Early lessons emphasize careful project selection and sequencing for successful performance improvement initiatives.
Area of Science:
- Healthcare Management
- Quality Improvement Science
Background:
- An integrated health care system implemented Six Sigma (a performance improvement methodology) in four clinical projects.
- Projects focused on Medicare profitability, emergency department cycle time, patient preparation, and medication safety.
Purpose of the Study:
- To analyze the initial implementation of Six Sigma in a healthcare setting.
- To identify lessons learned during the early stages of deployment.
- To inform future large-scale Six Sigma implementation in healthcare.
Main Methods:
- Deployment of Six Sigma in four distinct clinical projects.
- Cross-project analysis of the initial six-month start-up period.
- Development of strategic and communication plans for full deployment.
Main Results:
- Project selection and sequencing should be guided by a project portfolio management system.
- Despite initial skepticism, Six Sigma implementation continued systemwide.
- A web-based system was established for managing and tracking performance improvement projects.
Conclusions:
- Effective implementation of Six Sigma in healthcare necessitates a robust project portfolio management system.
- Addressing cultural change and engaging physicians are critical for successful Six Sigma adoption.
- Continuous monitoring and communication are vital for sustained performance improvement.
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