Hi,

I am new ath these excellent forums. I would like to know if Six Sigma is an adequate and adaptable method to improve quality control in hospitals. Also if this is the right forum to post or there is a more specific one.

Thank you:)

Welcome to the Cove:bigwave:

Many health care institutions are taking up the concepts of both Six Sigma and Lean in an attempt to improve the quality of service and patient care. My personal observation is many of these institutions are limiting themselves by requiring that the Change Agent first be a medical professional and then only secondarily a Quality professional.

They don't seem to recognize their prejudice against non-medically trained people serves to perpetuate many of the bad practices they seek to reform.

This is precisely the Forum to take up this question. Responses may be slow in coming over the weekend, but I predict this thread will pick up steam once folks come back to the Cove on Monday.

Wes,

Thanks for your reply. I do not think MD are biased against non-medical professionals. However, the concept of QC in medicine is quite new and is a very though one. The Six Sigma (SS) attractiveness to doctors is that in can be measured and in my opinion is far less subjetive that ECFQM or other methods.

Furthermore, MD are used to qualitative analysis and at least basic statistics. Furthermore oen limitation of hiring professional is the cost for non-profit organizations and the sensitive data that have to be scrutiniced.

I think this is a very useful forum :thanx:

Regards,

Wes,

Thanks for your reply. I do not think MD are biased against non-medical professionals. However, the concept of QC in medicine is quite new and is a very though one. The Six Sigma (SS) attractiveness to doctors is that in can be measured and in my opinion is far less subjetive that ECFQM or other methods.

Furthermore, MD are used to qualitative analysis and at least basic statistics. Furthermore oen limitation of hiring professional is the cost for non-profit organizations and the sensitive data that have to be scrutiniced.

I think this is a very useful forum :thanx:
Regards,
Sensitivity of data is a false issue. Every health care organization has clerk-level employees who take medical histories, financial histories, transcribe and file diagnostic test and treatment data every day. If they can be trusted with such sensitive information, so can Quality professionals.

Qualitative analysis is different from quantitative analysis, and I agree medical personnel deal with both, but that interaction really only applies to researchers, not clinical personnel. It is the clinical activity which is more sorely in need of quality improvement initiatives.

Quite frankly, cost, too, is a non-issue. One of the great Quality gurus, Phillip Crosby, was famous for proclaiming "Quality is free!" meaning that a properly applied quality program saves more than its initial cost by reducing scrap, error, and, especially in the case of medical errors, costly insurance premiums and lawsuit payouts when egregious errors are detected.

It has often been said, "A dog can't serve two masters!" this may also be the case when medical personnel are asked to divide their time between straight clinical work and developing and maintaining a quality management program. More reason for hiring dedicated Quality management personnel.

Let's see what others have to say as the week progresses.

Furthermore, one limitation of hiring (quality) professionals is the cost for non-profit organizations and the sensitive data that has to be scrutinized.



To date, 3000+ USA hospitals have signed on to the 100,000 Lives Program, which is intended to significantly reduce the estimated 93,000 people who are KILLED each year due to medical ERRORS.

I think saving even a few lives would easily save enough money to pay for some quality specialists, as well as a handful of good consultants.

It is something I am working on personally.

Hi,

I am new ath these excellent forums. I would like to know if Six Sigma is an adequate and adaptable method to improve quality control in hospitals. Also if this is the right forum to post or there is a more specific one.

Thank you:)


I would recommend beginning with ISO 9001 and Baldrige, and moving to Six Sigma when the lower hanging fruit has been harvested. Six Sigma brings a lot of heavy time constraints which will cause a lot of resistance in time-constrained hospitals.

In addition to information you may obtain here in the Cove, you may also find benefit from FREE registration at the Institute for Healthcare Improvement website where I have been registered for about two years (http://www.ihi.org/)

Wes,

Thanks for your reply. I do not think MD are biased against non-medical professionals. However, the concept of QC in medicine is quite new and is a very though one. The Six Sigma (SS) attractiveness to doctors is that in can be measured and in my opinion is far less subjetive that ECFQM or other methods.

Furthermore, MD are used to qualitative analysis and at least basic statistics. Furthermore oen limitation of hiring professional is the cost for non-profit organizations and the sensitive data that have to be scrutiniced.

I think this is a very useful forum :thanx:

Regards,Here, I frequently view advertisements for quality professionals in medical organizations requiring at least a Bachelors in nursing or Registered Nurse.

Banks are another arena where industry insiders are usually called for in quality personnel.

I used to feel worse about that than I do now, after having reflected for awhile on how industry specific some manufacturing quality skills appear to the unskilled eye and how seldom the essential quality theories are taught in schools.

All the same, I recently applied for Training Manager positions at banks and medical groups, and also Quality Director at a small hospital; the only times I have not seen specific requirements for medical experience for positions I could perform well in. We will see if I made it past the gatekeepers...:cfingers:

Here, I frequently view advertisements for quality professionals in medical organizations requiring at least a Bachelors in nursing or Registered Nurse.

Banks are another arena where industry insiders are usually called for in quality personnel.

I used to feel worse about that than I do now, after having reflected for awhile on how industry specific some manufacturing quality skills appear to the unskilled eye and how seldom the essential quality theories are taught in schools.

All the same, I recently applied for Training Manager positions at banks and medical groups, and also Quality Director at a small hospital; the only times I have not seen specific requirements for medical experience for positions I could perform well in. We will see if I made it past the gatekeepers...:cfingers:It doesn't SEEM fair, but part of the technique of getting past "gatekeepers" is overcoming bias and ignorance. The situation is not limited to banking or healthcare. Automotive companies want "Q folk" with industry experience as if someone who had brought a company through ISO 9001 or ISO 13485 could NOT POSSIBLY understand the intricacies of TS16949. The same thing works in reverse, of course, in that candidates unnecessarily limit their job hunt to industries (or geographic areas, or company size, etc.) where the candidate already has experience.

When I trained sales people, I often told them the "toughest door to get past was their own front door in the morning." This advice has not grown stale with age. Candidates have to eliminate their own bias and fear as well as finding a way to offset the bias and fear of a prospective employer.

I don't mean to be glib or make this sound simple, because it isn't. Candidates have to become sales people and sell the BENEFIT for the employer of taking the candidate as an employee. I'm sorry I don't have a one-size-fits-all formula for doing this. I do know the keys are involved with understanding (divining?) the problems faced by the employer and convincing the employer the candidate has an affordable, do-able solution. Part of that is showing how past candidate successes can transfer to the employer's situation and work for that employer!

The cover letter a candidate sends to an employer is crucial and worth tens of thousands of dollars in compensation. It makes sense to spend time and effort in creating that letter to entice the employer who is going to pay that compensation.

Ah yes, all very good advice Wes, as always.

But indeed, knowing exactly how to form the message is the toughest part. It becomes more complex considering how people vary.

That's why I have focused my study on HR subjects, including how HR computes value and measures results. I believe I am homing in on my target, communicating the specifics of what I do in a way they will be attracted to. It doesn't happen right away.

Still, I have read more than one article advising job seekers to "Don't bother the HR Representative" unless one's qualifications match the called out requisites.

For example, if an ad says "Six Sigma Black Belt Certification required" or "RN or Bachelors in Nursing required" how might one sell a CQE instead? I've been wanting to ask you this specific thing.

Ah yes, all very good advice Wes, as always.

But indeed, knowing exactly how to form the message is the toughest part. It becomes more complex considering how people vary.

That's why I have focused my study on HR subjects, including how HR computes value and measures results. I believe I am homing in on my target, communicating the specifics of what I do in a way they will be attracted to. It doesn't happen right away.

Still, I have read more than one article advising job seekers to "Don't bother the HR Representative" unless one's qualifications match the called out requisites.

For example, if an ad says "Six Sigma Black Belt Certification required" or "RN or Bachelors in Nursing required" how might one sell a CQE instead? I've been wanting to ask you this specific thing.John Challenger (Challenger, Christmas, & Gray), one of the most reputable outplacement firms in the country, suggests enlisting the HR folks as "co-conspirators" in your quest by saying to them, [obviously paraphrased] [I]"Look. I've got these really great skills that can help your organization achieve . . .[what you suspect they need, regardless of what the job listing may say] . . . so how can I get past the criterion (RN, 6S, etc.) to show your decision makers I have the goods to help them achieve these goals?"

The point John is attempting to make without burning his own bridges is that HR folks recognize and often resent the fact they have to do preliminary candidate screening, but they don't get to make the final decision. This style of co-opting the HR folks gives THEM an opportunity to feel like THEY have made a great discovery and they hope the reflected glory of such a proactive candidate will rub off on them.

John and his firm deal with a lot more HR folk than I do. He may very well have his finger on the pulse of the hiring process.

the content of the letter is easy to structure:
I researched and found this is the main issue of [your company/your industry.]: . . . . . . . . . . . . . . . . . . . . . . . . . . .
I was the primary factor in solving a very similar situation for [xyz company] with a result of (exact numbers like 20% savings/$3 million profit/etc.)] Why don't we talk about how my skills and experience can help you and your company excel in solving this issue?

Don't give away ALL your secrets in the letter. The goal of the letter is to get the interview. No one gets hired without an interview.

Ah, very good Wes. Thanks!

John Challenger (Challenger, Christmas, & Gray), one of the most reputable outplacement firms in the country, suggests enlisting the HR folks as "co-conspirators" in your quest by saying to them, [obviously paraphrased] [I]"Look. I've got these really great skills that can help your organization achieve . . .[what you suspect they need, regardless of what the job listing may say] . . . so how can I get past the criterion (RN, 6S, etc.) to show your decision makers I have the goods to help them achieve these goals?"

The point John is attempting to make without burning his own bridges is that HR folks recognize and often resent the fact they have to do preliminary candidate screening, but they don't get to make the final decision. This style of co-opting the HR folks gives THEM an opportunity to feel like THEY have made a great discovery and they hope the reflected glory of such a proactive candidate will rub off on them.

John and his firm deal with a lot more HR folk than I do. He may very well have his finger on the pulse of the hiring process.

the content of the letter is easy to structure:
I researched and found this is the main issue of [your company/your industry.]: . . . . . . . . . . . . . . . . . . . . . . . . . . .
I was the primary factor in solving a very similar situation for [xyz company] with a result of (exact numbers like 20% savings/$3 million profit/etc.)] Why don't we talk about how my skills and experience can help you and your company excel in solving this issue?

Don't give away ALL your secrets in the letter. The goal of the letter is to get the interview. No one gets hired without an interview.
That assumes you get to speak to someone in HR. Unfortunately in today's market place, HR screens resumes for specific skills, and if not there, the applicant will not even get a phone call.

That assumes you get to speak to someone in HR. Unfortunately in today's market place, HR screens resumes for specific skills, and if not there, the applicant will not even get a phone call.Wes's approach is favored by folks who maintain the best way to good employment is not to wait for an ad, but to pay attention and then cold call the group. When doing that I do not write to HR, but send to the company's head. I must point out I am soliciting small businesses. About half of my queries are cold calls.

That assumes you get to speak to someone in HR. Unfortunately in today's market place, HR screens resumes for specific skills, and if not there, the applicant will not even get a phone call.Yes. This is a hurdle, but not an insurmountable one.

Here's one ploy:
When you see an ad for an identified company (folks who have read my rants know I consider responding to blind ads as less productive than flushing your resume down a toilet), don't respond to the "ad." Instead (if I understand John Challenger correctly - his dad was cool, I expect he is, too), write directly to the head of HR with your pitch, but do NOT reference the job title or reference number directly or indirectly! If you reference the job title or reference number, your resume WILL go into the slush pile. You have to do everything possible to set yourself apart from the dozens or hundreds of resumes that will come sailing in as a response to an internationally posted job listing (Monster, etc.)

If anyone is contemplating a job change for the new year, please do yourself a favor and read through these two threads:
Resume and cover letter - How good are yours? (http://elsmar.com/Forums/showthread.php?t=10169)
Tips to get past the "gatekeeper" when job hunting (http://elsmar.com/Forums/showthread.php?t=9325)

Trust one thing - I have as much or more cynicism about the job hunting process as anyone, but that does not mean I let that cynicism defeat me. This job hunt business is like any other problem solving assignment. We Quality folk are supposed to be trained and expert in problem solving. Let's demonstrate that skill and expertise!

I'd love to see some measurables cited / listed in this thread with respect to hospitals.

Is there anyone here who has implemented in a hopsital who can tell us some measureables applicable to health care.

And... I'd love to hear about hospitals but I bet a lot of people would like to address overall healthcare measurables (such as elderly care, nursing homes, and related specific situations. Maybe new threads to address these is appropriate.

I'd love to see some measurables cited / listed in this thread with respect to hospitals.

Is there anyone here who has implemented in a hopsital who can tell us some measureables applicable to health care.

And... I'd love to hear about hospitals but I bet a lot of people would like to address overall healthcare measurables (such as elderly care, nursing homes, and related specific situations. Maybe new threads to address these is appropriate.
It might be redundant to reproduce info available at Institute for Healthcare Improvement website because they have so many things available. Here's a start - a white paper on "Lean." http://www.ihi.org/IHI/Products/WhitePapers/GoingLeaninHealthCare.htm

Here's the Executive summary of this 24 page paper:
Executive Summary



Lean management principles have been used effectively in manufacturing companies for decades, particularly in Japan. The Institute for Healthcare Improvement believes that lean principles can be — indeed, already are being — successfully applied to the delivery of health care.

Lean thinking begins with driving out waste so that all work adds value and serves the customer’s needs. Identifying value-added and non-value-added steps in every process is the beginning of the journey toward lean operations.

In order for lean principles to take root, leaders must first work to create an organizational culture that is receptive to lean thinking. The commitment to lean must start at the very top of the organization, and all staff should be involved in helping to redesign processes to improve flow and reduce waste.

Although health care differs in many ways from manufacturing, there are also surprising similarities: Whether building a car or providing health care for a patient, workers must rely on multiple, complex processes to accomplish their tasks and provide value to the customer or patient.

Waste — of money, time, supplies, or good will — decreases value.
Examples in this paper of lean thinking in health care demonstrate that, when applied rigorously and throughout an entire organization, lean principles can have a positive impact on productivity, cost, quality, and timely delivery of services.

Hi,

I am new ath these excellent forums. I would like to know if Six Sigma is an adequate and adaptable method to improve quality control in hospitals. Also if this is the right forum to post or there is a more specific one.

Thank you:)

Absolutely. I saw an article recently that would be an interesting read for you. Let me find it.

Here you go. Six Sigma Improving Health Care, Keeping Costs Down (http://www.marketwire.com/press-release/Six-Sigma-Online-916362.html)

Also, please check out my XXX blog.


Moderator Note:
Links to blog removed because it is against our Terms of Service. OP invited to relocate link to his profile page. As soon as he rectified it, you may visit his blog by clicking on his user name to reach it.

Absolutely. I saw an article recently that would be an interesting read for you. Let me find it.

I disagree. Yes, Six Sigma practitioners can be very beneficial at hospitals because there is SO MUCH that needs improving and correcting. But, the rank and file don't have time to master 6S. I would recommend starting with a solid ISO 9001 base would be a much better starting point.

I disagree. Yes, Six Sigma practitioners can be very beneficial at hospitals because there is SO MUCH that needs improving and correcting. But, the rank and file don't have time to master 6S. I would recommend starting with a solid ISO 9001 base would be a much better starting point.

I recently had an extended stay in a large teaching hospital and noticed, while being carted through the hallways, a door that was marked "Six Sigma/Continuous Improvement." There were also bulletin boards full of charts all over the place. My unscientific survey of the people who were coming in and out of my room (doctors, nurses, phlebotomists, etc.) indicated that many thought that there were a lot of unreasonable expectations, and that the suggestion was that the level of patient care was in need of improvement. I can say firsthand that the level of care is very good there, and hasn't changed much since the last time I was there six or seven years ago.