This document discusses using Six Sigma methodology to improve quality in pharmacy processes. It begins by defining quality as meeting customer expectations and notes that customers determine quality. It then explains the Six Sigma DMAIC process of Define, Measure, Analyze, Improve, and Control. As an example, it analyzes decreasing prescription dispensing time using various Six Sigma tools. Through two DMAIC cycles, solutions like a new intake checklist and call-back system helped reduce time to the target of under 10 minutes on average. Maintaining improvements requires standardizing the new process and ongoing monitoring with control charts.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
This document provides an overview of Six Sigma, including its history, methodology, and tools. Six Sigma aims to reduce defects and variation through a data-driven approach. It quantifies quality as defects per million opportunities. The DMAIC methodology includes five phases - Define, Measure, Analyze, Improve, and Control - to systematically address customer requirements and eliminate defects. Tools like Voice of the Customer analysis and process mapping are used in the initial Define phase. The evolution and widespread adoption of Six Sigma across industries is also discussed.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
The document summarizes the Lean Six Sigma project to improve the quality of tanks drawn from the Unit Maintenance Activity (UMA) for the 1/16 Cavalry's training exercises. Soldiers currently experience unnecessary rework when tanks drawn require maintenance. The project aims to reduce rework by 50%, improve fault tracking on maintenance forms, and improve the accuracy of tank numbers provided. Key process steps and stakeholders are mapped. Data will be collected to establish baselines and measure improvements.
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
This document provides an overview of Six Sigma, including its history, methodology, and tools. Six Sigma aims to reduce defects and variation through a data-driven approach. It quantifies quality as defects per million opportunities. The DMAIC methodology includes five phases - Define, Measure, Analyze, Improve, and Control - to systematically address customer requirements and eliminate defects. Tools like Voice of the Customer analysis and process mapping are used in the initial Define phase. The evolution and widespread adoption of Six Sigma across industries is also discussed.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
The document summarizes the Lean Six Sigma project to improve the quality of tanks drawn from the Unit Maintenance Activity (UMA) for the 1/16 Cavalry's training exercises. Soldiers currently experience unnecessary rework when tanks drawn require maintenance. The project aims to reduce rework by 50%, improve fault tracking on maintenance forms, and improve the accuracy of tank numbers provided. Key process steps and stakeholders are mapped. Data will be collected to establish baselines and measure improvements.
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
Six sigma case study-a good approach with examplebhanutomar
This document outlines a Six Sigma case study conducted by Paper Organizers International to address complaints about Metallic Securing Devices (MSDs) breaking and failing to keep customer papers together. Baseline data found 60% of MSDs were defective in durability and functionality. A project was launched to decrease defects to 0.62% by improving MSD quality from vendors. Process maps, metrics, and data collection were used to understand sources of variation and develop objectives to minimize costs and complaints related to low MSD quality.
The document outlines a Six Sigma project to address high shorted percentages at a cable manufacturing company. It defines the problem as shorted percentages being over 2% for the past two months instead of the target of 1.3%. The project goals are to decrease the shorted percentage to the target and avoid business losses. Key steps include defining CTQs, collecting data on shorted drums, analyzing potential causes using hypothesis testing and Ishikawa diagrams, and improving and controlling the process.
DMAIC-Six sigma process Improvement ApproachConfiz
The document describes a Six Sigma DMAIC process improvement project conducted by a product development company on their Simobo product. It includes details of each DMAIC phase: Define, Measure, Analyze, Improve, and Control. In the Define phase, a project charter was created to reduce support issues and defects. The Measure phase involved data collection and determining the baseline defect rate. Analysis identified the root causes of defects. Improve developed solutions which were tested. Control created controls to maintain the solutions and reduced the defect rate to achieve a sigma level of 4.08.
The document provides an overview of team problem solving and the 8-step (G8D) problem solving process. It introduces the objectives of establishing a disciplined and systematic approach to problem solving using data. Key aspects of the process include establishing a cross-functional team, clearly describing the problem, developing interim containment actions, diagnosing the root cause using tools like cause-and-effect diagrams, and implementing and verifying permanent corrective actions to prevent recurrence. Graphical tools like histograms, Pareto charts, flow charts and scatter diagrams are discussed for problem analysis.
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
The document provides an overview of problem solving methods and tools, including the A3 problem solving process and DMAIC (Define, Measure, Analyze, Improve, Control). It emphasizes the importance of properly defining the problem through data collection, establishing a clear problem statement, and using tools like the Five Whys, fishbone diagrams, and Pareto charts to analyze the root causes. The document explains that problem solving is a critical leadership behavior for lean transformation and outlines steps for effectively using the A3 problem solving methodology to drive process improvement.
The document discusses Lean Six Sigma tools and techniques. It provides an overview of Lean Six Sigma and how its tools can be used to systematically promote quality improvements. It then lists and briefly describes some of the key tools taught in Lean Six Sigma, including team problem solving techniques, voice of the customer tools, idea generation methods, data collection and analysis tools, decision making tools, process improvement tools, and defect prevention techniques. These tools are part of the Define-Measure-Analyze-Improve-Control improvement methodology used in Lean Six Sigma.
This document provides an overview of Lean Thinking and Six Sigma. It discusses how Lean and Six Sigma can be applied together to cut costs, improve quality, and speed up delivery through continuous process improvement. Lean focuses on eliminating waste and improving flow, while Six Sigma helps reduce process variation and defects. When combined, Lean and Six Sigma are more effective as they bring complementary approaches to process improvement. The document recommends using Lean first before Six Sigma in most cases. It also outlines some key principles of Lean, such as empowering people and taking a systems approach.
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
The document discusses the need for organizations to change in order to improve quality, control costs, and ensure on-time delivery. It states that failing in these three areas can result in loss of competitiveness. Successful companies analyze how to deal with changing customer demands, competitors, technologies, and market dynamics, which requires reviewing and updating products, services, and quality. The document also provides an overview of Six Sigma, including its history and methodology of Define, Measure, Analyze, Improve, and Control (DMAIC). Key aspects of Six Sigma projects such as identifying Critical-to-Quality characteristics and creating a project charter are also summarized.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
This document discusses the 8D problem solving methodology used in the automotive industry. 8D stands for 8 disciplines or 8 steps and was introduced by Ford Motor Company in the late 1980s as a systemic problem solving approach. The 8 steps include establishing a team, defining the problem, implementing containment, identifying the root cause, choosing and verifying permanent corrective actions, implementing the actions, and preventing recurrence. Visualization techniques and a focus on facts are emphasized to support analyzing problems and identifying root causes. The goal of 8D is to stop issues from recurring through a disciplined process.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
Six sigma case study-a good approach with examplebhanutomar
This document outlines a Six Sigma case study conducted by Paper Organizers International to address complaints about Metallic Securing Devices (MSDs) breaking and failing to keep customer papers together. Baseline data found 60% of MSDs were defective in durability and functionality. A project was launched to decrease defects to 0.62% by improving MSD quality from vendors. Process maps, metrics, and data collection were used to understand sources of variation and develop objectives to minimize costs and complaints related to low MSD quality.
The document outlines a Six Sigma project to address high shorted percentages at a cable manufacturing company. It defines the problem as shorted percentages being over 2% for the past two months instead of the target of 1.3%. The project goals are to decrease the shorted percentage to the target and avoid business losses. Key steps include defining CTQs, collecting data on shorted drums, analyzing potential causes using hypothesis testing and Ishikawa diagrams, and improving and controlling the process.
DMAIC-Six sigma process Improvement ApproachConfiz
The document describes a Six Sigma DMAIC process improvement project conducted by a product development company on their Simobo product. It includes details of each DMAIC phase: Define, Measure, Analyze, Improve, and Control. In the Define phase, a project charter was created to reduce support issues and defects. The Measure phase involved data collection and determining the baseline defect rate. Analysis identified the root causes of defects. Improve developed solutions which were tested. Control created controls to maintain the solutions and reduced the defect rate to achieve a sigma level of 4.08.
The document provides an overview of team problem solving and the 8-step (G8D) problem solving process. It introduces the objectives of establishing a disciplined and systematic approach to problem solving using data. Key aspects of the process include establishing a cross-functional team, clearly describing the problem, developing interim containment actions, diagnosing the root cause using tools like cause-and-effect diagrams, and implementing and verifying permanent corrective actions to prevent recurrence. Graphical tools like histograms, Pareto charts, flow charts and scatter diagrams are discussed for problem analysis.
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
The document provides an overview of problem solving methods and tools, including the A3 problem solving process and DMAIC (Define, Measure, Analyze, Improve, Control). It emphasizes the importance of properly defining the problem through data collection, establishing a clear problem statement, and using tools like the Five Whys, fishbone diagrams, and Pareto charts to analyze the root causes. The document explains that problem solving is a critical leadership behavior for lean transformation and outlines steps for effectively using the A3 problem solving methodology to drive process improvement.
The document discusses Lean Six Sigma tools and techniques. It provides an overview of Lean Six Sigma and how its tools can be used to systematically promote quality improvements. It then lists and briefly describes some of the key tools taught in Lean Six Sigma, including team problem solving techniques, voice of the customer tools, idea generation methods, data collection and analysis tools, decision making tools, process improvement tools, and defect prevention techniques. These tools are part of the Define-Measure-Analyze-Improve-Control improvement methodology used in Lean Six Sigma.
This document provides an overview of Lean Thinking and Six Sigma. It discusses how Lean and Six Sigma can be applied together to cut costs, improve quality, and speed up delivery through continuous process improvement. Lean focuses on eliminating waste and improving flow, while Six Sigma helps reduce process variation and defects. When combined, Lean and Six Sigma are more effective as they bring complementary approaches to process improvement. The document recommends using Lean first before Six Sigma in most cases. It also outlines some key principles of Lean, such as empowering people and taking a systems approach.
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
The document discusses the need for organizations to change in order to improve quality, control costs, and ensure on-time delivery. It states that failing in these three areas can result in loss of competitiveness. Successful companies analyze how to deal with changing customer demands, competitors, technologies, and market dynamics, which requires reviewing and updating products, services, and quality. The document also provides an overview of Six Sigma, including its history and methodology of Define, Measure, Analyze, Improve, and Control (DMAIC). Key aspects of Six Sigma projects such as identifying Critical-to-Quality characteristics and creating a project charter are also summarized.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
This document discusses the 8D problem solving methodology used in the automotive industry. 8D stands for 8 disciplines or 8 steps and was introduced by Ford Motor Company in the late 1980s as a systemic problem solving approach. The 8 steps include establishing a team, defining the problem, implementing containment, identifying the root cause, choosing and verifying permanent corrective actions, implementing the actions, and preventing recurrence. Visualization techniques and a focus on facts are emphasized to support analyzing problems and identifying root causes. The goal of 8D is to stop issues from recurring through a disciplined process.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
The Fab5 team aims to develop a youth mentoring program called the "Total Package Program" targeting grades 6-8. The program will focus on developing 10 life skills through mentors and community leaders as role models. The team will create an orientation program for a local school, developing the curriculum, recruiting volunteers, and gathering feedback to benchmark student progress. The team will meet bi-weekly and make decisions by consensus, communicating via meetings, email and message boards.
This document summarizes a project to reduce the lunch order cycle time at Bahama Bistro. The project aimed to reduce the total time from when a customer places an order to when they receive their food. Baseline data showed order times were longer than required. Root causes were identified as potential issues with packaging, wait staff, and food prep areas. Solutions like rearranging prep areas and changing packaging procedures were tested. After implementation, both sandwich order times and total order times were significantly reduced. Ongoing monitoring plans were created to sustain the improvements.
An Ishikawa diagram or fishbone diagram is a tool for visualizing the potential causes of a problem or effect. It was developed by Kaoru Ishikawa and displays causes branching out from a main problem like the bones of a fish. An Ishikawa diagram maps out the various factors that contribute to an overall problem or effect. It helps identify potential areas of improvement by breaking down the root causes and contributors.
The document discusses Lean Six Sigma and how it applies in healthcare. It provides an overview of Lean Six Sigma, including definitions of Lean and Six Sigma. It then gives examples of Lean Six Sigma projects at St. Elizabeth Regional Health, such as reducing door-to-balloon time for heart attack patients and improving operating room turnover times. The presentation aims to show how Lean Six Sigma principles can help healthcare organizations improve quality, safety, efficiency and patient satisfaction.
Making Improvement Standard: Dynamic Agile Practices through Lean Standard WorkLitheSpeed
This document discusses using standard work and A3 problem solving to drive continuous improvement in agile practices. It begins by defining standard work and lean concepts. Examples of standard work are provided, such as standardizing hospital processes and agile team definitions of done. The document then explains A3 problem solving, providing a template and example for improving a new associate integration process. It discusses applying A3 and standard work to agile by establishing baseline practices, experimenting with improvements, and updating standards. Metrics are suggested for tracking process, people and product outcomes. Finally, an example simulation illustrates applying the concepts to synchronize team sprints while maintaining stakeholder engagement.
The document provides an introduction to the food and beverage sector, including its objectives, characteristics, and classifications. It discusses the various sectors of the foodservice industry and types of food and beverage services. It also outlines the foodservice operation cycle and performance measures used in foodservice operations.
Application of Six Sigma on the Cricket Field.
This is a sample case study to demonstrate the application of Six Sigma methodology and tools for process improvement.
Chapter 1 What is Six Sigma (OK) for MBA StudentsIslamAbdouAbbas1
Six Sigma is a methodology that seeks to reduce variation and defects in processes by statistical analysis and process improvement tools. The goals are to reduce costs and increase customer satisfaction. Key aspects include making data-driven decisions, identifying and removing sources of waste, and continuously improving processes to achieve near perfect accuracy. While powerful, Six Sigma implementation faces challenges such as lack of leadership support, limited resources and expertise, and difficulties accessing valid process data.
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Key aspects covered include the DMAIC process for Six Sigma, tools used in the analyze phase like ANOVA and design of experiments, and the seven types of waste targeted by Lean. Examples of Six Sigma and Lean Sigma being applied at universities are also presented.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Key aspects covered include the DMAIC process for Six Sigma and the seven types of waste targeted by Lean. Examples are given of implementing statistical quality control and Lean Six Sigma at universities.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Six Sigma aims to reduce process variability and defects, achieving 99.99966% quality. Lean seeks to eliminate waste and non-value added activities to increase process speed. The document explains tools and methods used in Six Sigma's DMAIC process and gives examples of universities implementing these approaches.
Six Sigma is a methodology for improving processes by eliminating defects. It was developed at Motorola in 1986 and aims for near perfect processes. The DMAIC methodology involves defining goals, measuring current performance, analyzing problems, improving processes, and controlling improvements. DMADV is used for designing new processes. Six Sigma uses various roles like Green Belts, Black Belts and Champions. While it has helped many companies improve quality, some criticize that it is narrowly focused on processes and does not help with innovation. Other quality tools include Lean Manufacturing and Lean Six Sigma.
This document provides an overview of Six Sigma and the Mumbai Dabbawalas. It begins with an introduction to Six Sigma that defines key terms like sigma, defects, and the goals of Six Sigma to eliminate defects and satisfy customers. It then explains the Six Sigma methodology of DMAIC and DFSS. The next section discusses the Mumbai Dabbawalas and how their lunch delivery system achieves Six Sigma levels of quality with minimal resources. The Dabbawalas' coding system, daily operations, and achievements are outlined. The document concludes by emphasizing the leadership commitment, training, and cultural change needed for successful Six Sigma implementation.
This slideshow is a great introduction to Lean Six Sigma, I have used only open sourced material and cited references. Learn the DMAIC process with this visually appealing presentation. Use this version if you plan to print the presentation. Use the presentation version if presenting the information.
The document discusses Six Sigma, a quality improvement methodology. It was developed at Motorola in the 1980s and focuses on reducing defects. Six Sigma uses statistical methods and aims for near perfect processes with fewer than 3.4 defects per million opportunities. It establishes roles like Champions, Black Belts and Green Belts to lead projects. Key aspects covered include the DMAIC (Define, Measure, Analyze, Improve, Control) process for improving existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for developing new processes. Tools like process mapping, control charts and data analysis are used. The document also provides an example case study on using Six Sigma to reduce temporary labor expenses.
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
Lean Six Sigma Overview (presentation version)Corey Campbell
This slideshow is a great introduction to Lean Six Sigma, I have used only open sourced material and cited references. Learn the DMAIC process with this visually appealing presentation. Use this version if you plan to present the information as it contains animations and links to helpful videos and information. Use the print version if you plan to print.
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Lean Six Sigma is a combination of Lean methodology and Six Sigma that aims to improve quality by identifying and removing waste and reducing variation. It was developed in the 1980s at Motorola and has since been applied in healthcare to improve various processes and outcomes. Key aspects of Lean Six Sigma include defining problems, measuring processes, analyzing sources of variation, improving processes by eliminating waste, and controlling improvements. The goals are to increase customer satisfaction, improve speed and quality of service, and lower costs through reducing defects and waste.
- Total Quality Management (TQM) is a philosophy involving customer satisfaction, employee involvement, and continuous improvement. It uses tools like control charts and the Plan-Do-Check-Act cycle.
- Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It uses a five-step methodology of Define, Measure, Analyze, Improve, and Control.
- Quality circles involve small groups of employees who meet regularly to identify and solve work-related problems in order to improve organizational performance and motivate employees. They aim to enhance quality, productivity, safety, and reduce costs.
This document discusses how Lean Six Sigma can be applied in healthcare settings to improve processes and outcomes. It provides examples of how Six Sigma approaches could be used to measure and improve patient satisfaction, reduce waiting times, and streamline triage processes in emergency rooms. The goals would be to continuously monitor performance, identify issues when metrics fall outside control limits, find root causes of problems, implement solutions, and re-evaluate outcomes. Six Sigma structures could help healthcare organizations make data-driven decisions, monitor project progress, and integrate process improvements.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet customer needs.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet/surpass customer requirements.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet customer needs.
Similar to Improving Pharmacy Quality Using Six Sigma (20)
2. What is quality and who
determines quality?
• Many definitions
• “meeting customers’ expectations and/or specifications”
• Quality is determined by the customer (patient).
3. Factors that contribute to quality
• Types of quality
• Performance
• Features or attributes designed into the product or service
• Example: a website
• Conformance
• How well a product or service conforms to desired goals or
specifications
• Examples: weights and measures, graduated cylinders, syringes
4. Products and Services. What is
the Difference?
• Products
• Tangible goods
• Service
• Intangible
• Bundling products and services together
• Example: pharmacies
5. Products and Services. What is
the Difference?
• Dimensions of product quality (product = tangible)
• Performance
• Features
• Reliability
• Conformance
• Durability
• Serviceability
• Esthetics
• Perceived value
6. Products and Services. What is
the Difference?
• Dimensions of service quality (service = intangible)
• Tangibles
• Reliability
• Responsiveness
• Assurance
• Empathy
7. Using Six Sigma to Improve
Quality
• What is Six Sigma?
• Definition
• Six Sigma is a method of process improvement that emphasizes
setting extremely high objectives, collecting data, and analyzing
results to systematically reduce defects in products or services.
• Sigma – a statistical term that represents standard deviation (an
indicator of the degree of variation in a process).
• Six Sigma – a statistical concept that measures a process in
terms of defects. At a six sigma level, a process is generating
only 3.4 defects per million opportunities (3.4 DPMO)
• The Six Sigma method of managing focuses on eliminating
process defects.
8. Using Six Sigma to Improve
Quality
• What Six Sigma IS NOT:
• Just about statistics
• A quality program
• Only for technical people
• Used when the solution is known
• Used for “firefighting”
9. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
Normal distribution with 6 standard deviations (6σ)
10. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
Current prescription dispensing process
Mean prescription dispensing
time = 15 minutes
11. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
Current prescription dispensing process that is not
operating at a six sigma level
Upper Spec Limit
= 10 minutes Mean prescription dispensing
time = 15 minutes
12. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
Improved prescription dispensing process
Upper Spec Limit
= 10 minutesMean prescription dispensing
time = 4.36 minutes
13. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
• Levels of sigma
Sigma level DPMO Percentage yield
1 691,462 68.26%
2 308,538 95.46%
3 66,807 99.730%
4 6,210 99.9937%
5 233 99.99943%
6 3.4 99.999998%
14. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
• Our world at a 4σ level:
• 4000 prescriptions filled incorrectly each year
• More than 3000 newborns accidentally falling from the hands of
nurses and doctors each year
• Two long or short landings at an American airport EACH DAY
• 400 lost letters every hour by the Post Office.
15. Using Six Sigma to Improve
Quality
• Understanding Six Sigma
• What is an acceptable sigma level for an industry or a
process?
• The acceptable sigma level depends on the nature of the
business and what customers expect.
• A 4σ level (99.99%) for the drive-thru at a fast food restaurant is
most likely very acceptable. This equates to approximately 6
incorrect orders at the drive-thru for every 1000 customers.
• A 4σ level is most likely unacceptable for maintenance workers in
the aircraft industry.
16. Using Six Sigma to Improve
Quality
• What is Six Sigma?
• History
• The term “Six Sigma” is credited to Motorola engineer Bill Smith.
• Motorola credits over $16 billion in saving from using Six Sigma.
• Six Sigma creates a cultural change within companies.
• Hundreds of companies are now using Six Sigma, including
Honeywell, IBM and General Electric.
17. Using Six Sigma to Improve
Quality
• What is Six Sigma?
• An emerging process improvement strategy
• In 1980’s, Six Sigma shifts from purely defect reduction to a
process improvement methodology.
• In 1991, Motorola certified its first Six Sigma “Black Belt”
experts.
• In 1995, GE’s Jack Welch credited Six Sigma methods with over
$750 million in cost savings for GE.
• By 2000, many firms offering Six Sigma training and
certification.
18. The Six Sigma Protocol
• DMAIC
• Define
• Measure
• Analyze
• Improve
• Control
19. DMAIC: Define
• Define
• Define who the customers are.
• What are their requirements, needs and expectations?
• External customers (end users)
• Internal customers
• Determine the Voice of the Customer (VOC).
• Example of not listening to the VOC New Coke
• Sample pharmacy problem: It takes too long to get prescriptions
filled.
20. DMAIC: Define Project Charter
Project Information
Contact
name/number
Project Title Decreasing prescription dispensing time Project leader
Pharmacy
Manager
Project Location Project mentor
Start date Process owner
Estimated end date Champion
Project details
Problem statement
Customer satisfaction is declining due to long wait times for prescriptions. As a result, prescription
volume may decrease as customers seek alternative options.
Project description
A survey was provided to customers over the most recent 6 month period by placing the survey in their
bag at the prescription checkout register. Eight hundred and fifty‐four surveys were returned. The top
concern/complaint on the survey was the long wait period for prescriptions. Thirty‐seven percent of
responders raised this complaint.
Business case
Benefits and constraints Project goals
Business benefits Increased prescription volume Success metric Metric unit
Baseline
performance
Goal
performance
Customer benefits Increased customer satisfaction
decrease in
average
dispensing time
min:sec Ave: 17.5 min Ave < 10 min
Support required
Team members Pharmacists, technicians
Limitations $250 budget for materials, supplies
*Larger image available in the handout
24. DMAIC: Define
• Define
• Tools to use
• Surveys
• Advantages:
• Low cost, easy distribution
• Low error rates, data easily analyzed
• Convenient data gathering
• Little or no observer subjectivity, low sample bias
• Disadvantages
• Inflexible design
• Low response rate, lack of personal contact
• Can be annoying to customers
25. DMAIC: Define
• Define
• Tools to use
• Interviews
• Advantages:
• Customers can discuss any topic
• In person or by telephone
• Disadvantage:
• May escalate if customer starts to “vent”
• Time-consuming
• Data may be hard to quantify
• Risk of interview bias
• Focus groups
• Suggestion boxes
26. DMAIC: Define
• Define
• The payback for the problem identified for improvement must be
worth the effort. Customer satisfaction must be improved.
• Define phase deliverables:
• A well-defined project scope
• Six Sigma team formation. Includes project champion as well as
roles and responsibilities for all members.
• Risk identification and mitigation plan. The team identifies all
possible project problems and develops contingencies to address
them.
27. DMAIC: Measure
• Measure
• Characterize the process
• Flow chart or process diagram
• Baselining (determine current state)
• Quantifying the goodness (or badness!) of the current process,
before ANY improvements are made, using sample data. The key
to baselining is collecting representative sample data
• Determine the type of data that is to be collected (unbiased).
29. DMAIC: Measure
• Measure
• Pharmacy example
• Decrease prescription waiting time – time stamp data
• Beginning time – ending time = dispense time.
• Sample size – determine how many data points to collect.
• Large enough to be an accurate representation of average
dispensing time.
30. DMAIC: Measure
• Measure
• Deliverables
• Key variables are identified and agreed upon.
• A solid data collection plan is identified that includes a
description of the collection method.
• All team members are informed about the variables and the
data collection plan.
31. DMAIC: Analyze
• Analyze
• Find the top 2 or 3 causes of the problem.
• Seek team input to identify potential causes.
• Fishbone diagram (Ishikawa diagram)
• 5 Whys
33. DMAIC: Analyze
• Fishbone diagram examples: increased dispensing time
Increased Rx Dispensing Time
Environment Machines
Phone calls
Customer distractions
Slow internet
Software gliches
Hardware malfunctions
Supplies not stocked
Inventory out-of-stock Staff multi-tasking
Patient information missing
*Larger image available in the handout
34. DMAIC: Analyze
• The 5 Whys technique
• Made popular by Toyota
• Goal: get to the root cause of the problem by repeating the
question “why”.
• Example:
• Problem: The Washington Monument was disintegrating.
• Why? Answer: Use of harsh chemicals.
• Why? Answer: To clean pigeon poop.
• Why so many pigeons? Answer: They eat spiders and there are a lot of
spiders at monument.
• Why so many spiders? Answer: They eat gnats and lots of gnats at
monument.
• Why so many gnats? Answer: They are attracted to the light at dusk.
• Solution: Turn on the lights at a later time.
35. DMAIC: Analyze
• The 5 Whys technique: Pharmacy example
• Problem: Increased prescription dispensing time
• Why is the prescription not ready for pickup?
• Claim rejected by insurance.
• Why was claim rejected by insurance?
• Insurance information on file was incorrect.
• Why was insurance information on file incorrect?
• Insurance information was not verified before adjudicating?
• Why was insurance information not verified before adjudicating?
• Insurance card not available.
• Why was insurance card not available?
• Insurance card was not requested from patient at prescription drop-off.
• Why was insurance card not requested from patient at prescription drop-off?
• Requesting insurance card for verification is not part of the prescription
intake process. (root cause of the problem).
36. Polling Question #2
• Surveys are a common method used to determine
the VOC (Voice of the Customer). The advantages
of surveys include all, BUT:
• Low cost
• Low error rate
• High response rate
• Ease of analysis
37. Polling Question #2
• Surveys are a common method used to determine
the VOC (Voice of the Customer). The advantages
of surveys include all, BUT:
• High response rate
38. DMAIC: Analyze
• Summary
• Identify the gaps between the current performance of the process and the
goal performance.
• Root cause analysis
• Generate a list of possible causes (sources of variation)
• Segment and stratify the possible causes (sources of variation)
• Prioritize a list of “vital few” causes (key sources of variation)
39. DMAIC: Improve
• Identify and implement solutions
• Brainstorming
• Include people who actually perform the process
• Encourage current process rules and assumptions to be
challenged. (Look for new ways of doing things).
• Ideas should not be judged.
• No ideas are eliminated.
• Even outlandish ideas may prompt someone to think of an idea
that will work.
40. DMAIC: Improve
• Identify and implement solutions
• Select solutions to test
• Involve the people closest to the process
• Establish reasonable implementation procedures and evaluation
criteria
• Timelines
• Due dates for deliverables
• Budget requirements or restrictions
• Develop a data collection plan.
• Determine roles and responsibilities
41. DMAIC: Improve
• Identify and implement solutions
• Anticipate the effects of change
• Introduce change management techniques
• Fully communicate changes to all participants
• Ensure managements commitment to the project
• If change issues arise, they should be mitigated by the Six Sigma
team so that the project stays on track
42. DMAIC: Improve
• Identify and implement solutions
• Evaluate the results of implemented solutions (measure)
• Compare the post-improvement data to the baseline data
collected in the Measure phase.
• First attempts at improvement may not always yield
improvement. If not, repeat the process until correct process
change results in improvement.
• Pilot test
43. DMAIC: Improve
• The pharmacy example: decreasing prescription
processing time (1st attempt)
• Brainstorming
• Missing patient information
• Solution
• Develop a questionnaire or checklist for the technician at
prescription drop-off.
• Train all staff on how and when to use the new
questionnaire/checklist.
• Results
• Only a small decrease in prescription processing time.
• Did not reach target goal. Management requested further
reduction in prescription processing time.
44. DMAIC: Improve
• The pharmacy example: decreasing prescription
processing time (2nd attempt)
• Brainstorming
• Missing patient information
• Solution
• Update the telephone voice response system to request a call-
back number for patients if additional information is needed.
• Update website refill tool to require a call-back number also.
• Ask patient when desired pickup is (may not decrease time, but
may increase customer satisfaction).
• Results
• Average prescription time decreased again. The total decrease
from the two attempts reached the target goal.
45. DMAIC: Improve
• Summary
• Generate (and test) possible solutions
• Select the best solutions
• Design implementation plan
• Communicate process changes to all participants
• Include goals and timelines
• Anticipate process change problems
• Outline post-improvement measurement procedures
46. DMAIC: Control
• Goal: Maintain improvements achieved
• Standardize the improved process
• Reduces variation in the process
• Repeat the process the same way EVERY time.
• Pharmacy example
• The technician uses the questionnaire/checklist at the
drop-off counter for EVERY prescription taken in.
• The completed questionnaire/checklist is sent with the
prescription through the entire process.
47. DMAIC: Control
• Development control plan
• Control chart
• The voice of the customer (from surveys) indicates that
customers want prescriptions ready for pickup within 10
minutes.
Ave, 4.360
UCL, 10
LCL, 0.000
0
2
4
6
8
10
12
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Range
Sample #
*Larger image available in the handout
48. DMAIC: Control
• Develop and implement a monitoring plan
• Standardize the improved process
• Document new procedures
49. Why Companies Need Six Sigma
• Reduces dependency on “Tribal Knowledge”
• Decisions based on facts and data rather than opinion
• Attacks the high-hanging fruit (the hard stuff)
• Eliminates chronic problems (common cause variation)
• Improves customer satisfaction
• Provides a disciplined approach to problem solving
• Changes the company culture
• Creates a competitive advantage
• Improves profits!