Lean and Six Sigma serve as umbrella terms for many of the methods in this handbook and they overlap each other in practice. Some practitioners also ref er to “Lean - Six Sigma” (LSS) as a combined lable when using parts of both. We have not separately identified Industrial and Systems Engineering which a branch of engineering since the 19 th century with a focus on improving systems involving such elements as people, equipment, information and materials. Industrial Engineering is a common in university engineering program. Students with undergraduate or graduate degrees have learned methods, such as those in this handbook, to improve productivity and quality in any industry, including healthcare.
Page 95 Draft 5. 5.2016 VII. Additional References 1. The applicability of Lean and Six Sigma techniques to clinical and translational research, Sharon A Schweikhart, Allard E Dembe, Journal of Investigative Medicine (Impact Factor: 1.96). 10/2009; 57(7):748-55. 2. Brown, Mark Graham. Baldrige Award Winning Quality--: How to Interpret the Baldrige Criteria for Performance Excellence. CRC Press, 2013. 3. Van den Heuvel, Jaap, et al. "An ISO 9001 quality management system in a hospital: bureaucracy or just benefits?." International Journal of Health Care Quality Assurance 18.5 (2005): 361-369. 4. Sahney, Vinod K. "Evolution of hospital industrial engineering: from scientific management to total quality management." Journal of the Society for Health Systems 4.1 (1992): 3-17. Industrial Engineering has a long history in healthcare, starting in the early 1900’s and continues to this day. 5. Chassin, Mark R., and Jerod M. Loeb. "High‐Reliability Health Care: Getting There from Here." Milbank Quarterly 91.3 (2013): 459- 490. Explains the Joint Commission’s reliance on Lean and Six Sigma in improving health care. 6. Salvendy, Gavriel, ed. Handbook of industrial engineering: technology and operations management. John Wiley & Sons, 2001.
Page 96 Draft 5. 5.2016 VIII. Glossary • Cycle Time The total amount of time required in order to complete one cycle of a job process, including delays and waiting. • Effectiveness The degree to which an objective is achieved. Treating patients more correctly regarding their condition would be an improvement in effectiveness. • Efficiency The degree to which a minimum amount of resources is used to produce a particular output. Seeing more patients in a day with the same staff would be an improvement in efficiency. • Huddle Gathering of individuals working in an area, such as surgery or a department, to assure that everyone understands immediate plans, issues and the current situation. Huddles occur frequently, perhaps daily, or before an event such as a surgery. • Lean Performance improvement based on ideas developed by Toyota and earlier industrial improvement innovators. Particular emphasis is placed on reducing waste and a focus on customer (patient) value. It shares many concepts with the Six Sigma method. Sometimes Lean is called the Toyota method or Toyota Production System.
You've reached the end of your free preview.
Want to read all 96 pages?
- Spring '18
- Professor Obura Oluoch