Application of Lean Six Sigma to Reduce Patient Waiting Time: Literature Review

Al‐Zuheri, Atiya; Vlachos, Ilias; Amer, Yousef

doi:10.24874/ijqr15.01-14

Cited by 9 publications

(4 citation statements)

References 0 publications

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“…In addition to the expressive bottom-line results reported as annual savings, the LSSH project benefits aligned with strategies to reduce leading time and operating costs, improve quality and increase hospital capacity. Hence, the LSSH techniques significantly impact some organization aspects, promoting an advantage in reducing delays and increasing patient flow (Al-Zuheri et al ., 2021). Therefore, although this article does not intend to generalize the LSS practices in healthcare settings worldwide, its characterization provides initial scenery regarding this area of great importance for social welfare.…”

Section: Discussionmentioning

confidence: 99%

Characterization of Lean Six Sigma projects in healthcare settings: empirical research

Sordan

Marinho

Oprime

et al. 2022

BIJ

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PurposeThis paper aims to characterize a sample of Lean Six Sigma (LSS) projects in healthcare settings and discuss some specificities of operational excellence (OPEX) initiatives in hospitals and healthcare organizations in the USA.Design/methodology/approachA content analysis involving a sample of 23 documents shared by US hospitals was performed in order to achieve the research objectives. Such analysis was based on a conceptual framework developed from the literature review. It was also applied to a quantitative approach, including descriptive statistics, hypothesis testing and correspondence analysis that supported the research.FindingsMost LSSH projects were focused on business transformation and strategic improvements. Simple techniques and tools were predominant such as descriptive statistics, process mapping, 5S and spaghetti charts, usually implemented by Green Belts and Black Belts through the define, measure, analyze, improve and control (DMAIC) method. In addition to the expressive findings reported, these projects' results have been aligned with lead time and operational cost reduction, quality improvement and capacity increase.Research limitations/implicationsThe study adds knowledge to the OPEX literature by analyzing the Lean Six Sigma healthcare (LSSH) in hospitals and healthcare institutions in the USA. It also demonstrates that different approaches, such as the kaizen event and DMAIC project show different results according to some techniques and tools applied in the hospital environment.Originality/valueThe empirical evidence presented in this study provides scenery of the LSS practices in the healthcare settings, highlighting the implementation areas, outcomes, tools and techniques mostly used in the North American healthcare institutions.

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Section: Discussionmentioning

confidence: 99%

Characterization of Lean Six Sigma projects in healthcare settings: empirical research

Sordan

Marinho

Oprime

et al. 2022

BIJ

View full text Add to dashboard Cite

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“…The letters in the acronym stand for Define, Measure, Analyze, Improve, and Control. This framework structures the quality improvement process, encourages stakeholder engagement, and facilitates an implementation plan for devised solutions [16]. LSS methodology was employed via a pre-and post-intervention study design to measure variables relating to wait times, patient registration, and clinical caseload [21].…”

Section: Methodsmentioning

confidence: 99%

“…A review of 66 articles (year range 2001-2018) relevant to LSS deployment in health systems reported that the methodology is effective in reducing overall waiting times for public hospital appointments [16]. Although there are no specific studies reviewing waiting lists (measured in days) for an outpatient orthopedic department, a reduction of 18% in median outpatient ophthalmology waiting times was achieved using LSS [17].…”

Section: Introductionmentioning

confidence: 99%

Using Lean Six Sigma in a Private Hospital Setting to Reduce Trauma Orthopedic Patient Waiting Times and Associated Administrative and Consultant Caseload

Pierce,

Teeling,

McNamara

et al. 2023

Healthcare

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In Ireland, the extent of outpatient orthopedic waiting lists results in long waiting times for patients, delays in processing referrals, and variation in the consultant caseload. At the study site, the Define, Measure, Analyze, Improve, and Control (DMAIC) Lean Six Sigma framework was applied to evaluate sources of Non-Value-Added (NVA) activity in the process of registering and triaging patients referred to the trauma orthopedic service from the Emergency Department. A pre- (October–December 2021)/post- (April–August 2022) intervention design was employed, utilizing Gemba, Process Mapping, and the TIMWOODS tool. Embracing a person-centered approach, stakeholder Voice of Customer feedback was sought at each stage of the improvement process. Following data collection and analysis, a co-designed pilot intervention (March 2022) was implemented, consisting of a new triage template, dedicated trauma clinic slots, a consultant triage roster, and a new option to refer directly to physiotherapy services. This resulted in the total wait time of patients for review being reduced by 34%, a 51% reduction in the process steps required for registering, and an increase in orthopedic consultant clinic capacity of 22%. The reduction in NVA activities in the process and the increase in management options for triaging consultants have delivered a more efficient trauma and orthopedic pathway.

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“…It has been observed that the primary concern in the healthcare sector is the patients' waiting time. Significant studies have shown that patients' care is highly influenced by waiting time (Al-Zuheri et al, 2021;Lehtonen et al, 2007;Yaduvanshi et al, 2019). The throughput rate or the patients' care rate in the healthcare system is challenging to administer the waiting time.…”

Section: Ijppm 728mentioning

confidence: 99%

A study on how to achieve flexibility in healthcare process: a simulation-based approach

Bera

Kumar

Bhattacharya³

2022

IJPPM

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PurposeThe paper aims to investigate the cardiology department’s operational system for improving flexibility by minimizing the patient waiting time and simultaneously maximizing the utilization of service capacity in an uncertain environment. This article also proposes a policy framework that suggests a pool of additional resources and inter-firm collaboration can boost healthcare service delivery excellence.Design/methodology/approachA discrete event simulation (DES) approach is followed for modeling patient flow and determining the service capacity to respond to demand variability and uncertainty. The model's outputs are used to minimize patient waiting time, maximize the utilization of the resources and match the service capacity with the patient demand.FindingsThis research has tested two hypotheses and proved that an increase in waiting time decimates the throughput rate, and additional resources deployment in bottleneck activity positively impacts the throughput rate. The simulated scenarios prescribe an enhanced service capacity with quality care and further contribute to operational performance in reduced waiting time and cost. The results indicate that flexibility reduces the patient waiting time and maximizes the throughput rate.Practical implicationsThe study guides the healthcare policymakers to develop flexible competence and facilitate service mechanisms that are adaptive and robust while operating under a volatile environment. The article contributes to the healthcare literature that conjoins flexibility through simulation and resource utilization.Originality/valueThis research is based on real-life primary data collected from healthcare providers. This study adds value to the healthcare systems to adopt strategic decisions to build flexibility through resource allocation, sharing and coordinated care.

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Application of Lean Six Sigma to Reduce Patient Waiting Time: Literature Review

Cited by 9 publications

References 0 publications

Characterization of Lean Six Sigma projects in healthcare settings: empirical research

Characterization of Lean Six Sigma projects in healthcare settings: empirical research

Using Lean Six Sigma in a Private Hospital Setting to Reduce Trauma Orthopedic Patient Waiting Times and Associated Administrative and Consultant Caseload

A study on how to achieve flexibility in healthcare process: a simulation-based approach

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