Lean Six Sigma for Hospitals
The extension of both tools to industry or service departments is a fairly well-known fact, but its use in the process of providing hospital care is more novel. Although there are experiences and examples like the one shown here, yet most hospitals or healthcare processes lack failsafe. The combination of Lean and Six Sigma (LSS) can simultaneously address two crucial aspects, first order flow and processes, and secondly to ensure a quality level of zero defects. A system like the one shown, requires not only all that can be seen, computer system that controls each step and each record, but also what we do not see, and that is the inclusion of medication regimens and deadlines established by doctors or medical committees/address. The user-level benefits are very large, any product or used item is marked with a bar code, which is read and recorded by the system continuously, and allows or prevents nurses perform operations, as can be replaced a drip, and how. For the inventory and waste, the advantages are also loquacious cart and nurses only come into the room when they have everything you need (operations to be performed and materials), and are executed each operation as indicated by the computer with each patient in each room, recording every material or substance through its barcode, and so one after another, very fast and without mistakes, errors or unnecessary loss of time. The result, peace of mind to be always doing well, have a computerized process control, provide intelligence in the process, etc, ie everything necessary and advisable to never make mistakes, zero defects.
LSS is a very powerful tool, but make no mistake, it requires some time to be implemented, not because such a hospital has more or less rooms, but it requires standardizing most if not all of the processes, its systematization and collaboration and availability of all.
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