Six Sigma in Medicine - Method to improve quality control in hospitals

[Wes Bucey]

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 [in effect] enlisting the HR folks as "co-conspirators" in your quest by saying to them, [obviously paraphrased] "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.

 

[Jen Kirley]

Ah, very good Wes. Thanks!

 

[Statistical Steven]

John Challenger (Challenger, Christmas, & Gray), one of the most reputable outplacement firms in the country, suggests [in effect] enlisting the HR folks as "co-conspirators" in your quest by saying to them, [obviously paraphrased] "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.

 

[Jen Kirley]

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.

 

[Wes Bucey]

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?
Tips to get past the "gatekeeper" when job hunting

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!

 

[Marc]

What about defining Measureables?

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.

 

[Wes Bucey]

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.


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[Dreamster]

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.

 

[Dreamster]

Here you go. Six Sigma Improving Health Care, Keeping Costs Down

Also, please check out my XXX blog.


Moderator Note:
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[Helmut Jilling]

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.