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Implementing Lean Six Sigma in a Kuwaiti private hospital.

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Lean Six Sigma (LSS) significantly reduced patient waiting times in a Kuwaiti hospital's obstetrics and gynaecology clinic. This process improvement initiative enhanced patient satisfaction and hospital profitability, demonstrating LSS effectiveness.

Keywords:
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Area of Science:

  • Healthcare Management
  • Operations Research
  • Quality Improvement

Background:

  • Patient waiting times in healthcare settings are a critical factor affecting patient satisfaction and operational efficiency.
  • Obstetrics and gynaecology clinics often face challenges with appointment scheduling and patient flow, leading to prolonged waiting periods.
  • Implementing systematic process improvement methodologies is essential for optimizing healthcare service delivery.

Purpose of the Study:

  • To apply Lean Six Sigma (LSS) methodology to decrease patient waiting times within a private hospital's obstetrics and gynaecology clinic in Kuwait.
  • To identify key factors contributing to patient delays and implement targeted solutions for process optimization.
  • To enhance overall patient experience and hospital financial performance through effective process management.

Main Methods:

  • The Define, Measure, Analyze, Improve, Control (DMAIC) framework of Lean Six Sigma was employed.
  • Data collection and analysis, including Dunnett's test, control charts, and process capability analysis, were used to assess current waiting times.
  • Ishikawa diagrams and Pareto charts identified root causes such as appointment overbooking and physician punctuality issues, while Arena simulation modeled improvements.

Main Results:

  • Significant reductions in patient waiting times were achieved across various patient categories, including appointment and walk-in patients on weekdays and Saturdays.
  • Sigma levels improved substantially, with reductions in waiting time ranging from 46% to 67% for different patient groups.
  • A cost-benefit analysis projected substantial savings, estimating a total of $5,820,319 by 2025, with a present project value of $656,459.

Conclusions:

  • Lean Six Sigma is an effective tool for process improvement in healthcare, specifically for reducing patient waiting times in specialized clinics.
  • The study highlights the positive impact of LSS on patient satisfaction and hospital profitability.
  • The findings provide a scalable model for other healthcare facilities seeking to optimize operational efficiency and patient care quality.