This paper is a literature review and extensive discussion of Six Sigma management especially as applied to the health care industry, including radiology.
Written in 2007; 7,930 words; 35 sources; APA; $ 171.95
Paper Summary:
This paper explains that Six Sigma management is a plan designed to enable companies to increase profits dramatically by streamlining operations, improving quality and eliminating defects or mistakes in all areas of organizations including health care facilities. The author points out that, when health care organizations began to use total quality management (TQM), they found that, although it did provide superior quality "tools" and a culture to enhance quality, it did not offer quantifiable dollars that could be tied to the bottom line and thus the expense of TQM could not be justified. The paper relates that Six Sigma, which replaces TQM, offers management improvement initiatives by presenting a guide to project leaders and an array of analysis tools for establishing critical-to-quality parameters and end goals defined by customer requirements.
From the Paper:
"In terms of wait times, it is important to identify the "upper spectrum"--how long patients are willing to wait and then strive to keep everyone below that spectrum. The hospital conducted a customer' survey and found they were willing to accept 60 minutes
to see a physician. When starting, 70 percent of patients were seen between 20 minutes and 110 minutes. After the Six Sigma process, 70 percent of the patients had between 20 minutes and just over one hour wait. The data drove their decisions, with the important to learn: What one thinks is the problem is not always the case."
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