Paper Titles
Structural Reliability Optimization Design Based on Artificial Neural Network
p.1877
Software Design of Quartz Crystal Test and Sort System
p.1881
Design and Analysis of Optimization Algorithm for a Class of Uncertain Linear System
p.1885
Study of Solutions for a Non-Newtonian Filtration Equation with Nonlocal Boundary Condition
p.1889
Integrated Lean Six Sigma Approach for Patient Flow Improvement in Hospital Emergency Department
p.1893
Virtual Campus Roaming System Optimization Algorithms Based on Virtual Reality
p.1903
Structural Reliability Optimization with Fourier Orthogonal Neural Network Method
p.1907
Manage HTTP Session in Websphere Application Server V7 Cluster
p.1911
The Design of Instant Messaging System Based on Qt-Android System
p.1915

Integrated Lean Six Sigma Approach for Patient Flow Improvement in Hospital Emergency Department

Article Preview

Abstract:

Because of increased competition between healthcare providers, higher customer expectations, stringent checks on insurance payments and new government regulations, it has become vital for healthcare organisations to enhance the quality of the care they provide, to increase efficiency, and to improve the cost effectiveness of their services. Consequently, a number of quality management concepts and tools are employed in the healthcare domain to achieve the most efficient ways of using time, manpower, space and other resources. Emergency departments are designed to provide a high-quality medical service with immediate availability of resources to those in need of emergency care. The challenge of maintaining a smooth flow of patients in emergency departments is a global problem. This study attempts to improve the patient flow in emergency departments by considering Lean techniques and Six Sigma methodology in a comprehensive conceptual framework. The proposed research will develop a systematic approach through integration of Lean techniques with Six Sigma methodology to improve patient flow in emergency departments. The results reported in this paper are based on a standard questionnaire survey of 350 patients in the Emergency Department of Aseer Central Hospital in Saudi Arabia. The results of the study led us to determine the most significant variables affecting patient satisfaction with patient flow, including waiting time during patient treatment in the emergency department; effectiveness of the system when dealing with the patients complaints; and the layout of the emergency department. The proposed model will be developed within a performance evaluation metric based on these critical variables, to be evaluated in future work within fuzzy logic for continuous quality improvement.

You might also be interested in these eBooks
Research in Materials and Manufacturing Technologies View Preview

Info:

Periodical:

Advanced Materials Research (Volumes 834-836)

Pages:

1893-1902

DOI:

https://doi.org/10.4028/www.scientific.net/AMR.834-836.1893

Citation:

Cite this paper

Online since:

October 2013

Authors:

Ali Al Owad*, M.A. Karim, Lin Ma

Keywords:

Emergency Department, Fuzzy Logic, Lean, Patient Flow, Six Sigma

Export:

RIS, BibTeX

Price:

Permissions CCC:

Request Permissions

Permissions PLS:

Request Permissions

Сopyright:

© 2014 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

* - Corresponding Author

References

[1] Scalise, D., Six sigma in action. Case studies in quality put theory into practice. Hospitals &health networks/AHA, 2003. 77(5): p.57.

Google Scholar

[2] Karim, M.A., et al., An on-time delivery improvement model for manufacturing organisations. International Journal of Production Research, 2010. 48(8): pp.2373-2394.

Google Scholar

[3] Sklar, D.P., et al., The future of emergency medicine: an evolutionary perspective. Academic Medicine, 2010. 85(3): pp.490-495.

Google Scholar

[4] Bain, C.A., et al., Myths of ideal hospital occupancy. Medical Journal of Australia, 2010. 193(5): p.311.

DOI: 10.5694/j.1326-5377.2010.tb03923.x

Google Scholar

[5] DelliFraine, J.L., J.R. Langabeer, and I.M. Nembhard, Assessing the evidence of Six Sigma and Lean in the health care industry. Quality Management in Healthcare, 2010. 19(3): pp.211-225.

DOI: 10.1097/qmh.0b013e3181eb140e

Google Scholar

[6] Dickson, E.W., et al., Application of lean manufacturing techniques in the emergency department. The Journal of emergency medicine, 2009. 37(2): pp.177-182.

Google Scholar

[7] Kuo, A.M. -H., et al., A healthcare lean Six sigma system for postanesthesia care unit workflow improvement. Quality Management in Healthcare, 2011. 20(1): pp.4-14.

DOI: 10.1097/qmh.0b013e3182033791

Google Scholar

[8] Eitel, D.R., et al., Improving service quality by understanding emergency department flow: a White Paper and position statement prepared for the American Academy of Emergency Medicine. The Journal of emergency medicine, 2010. 38(1): pp.70-79.

DOI: 10.1016/j.jemermed.2008.03.038

Google Scholar

[9] Antony, J., Six Sigma vs Lean: Some perspectives from leading academics and practitioners. International Journal of Productivity and Performance Management, 2011. 60(2): pp.185-190.

DOI: 10.1108/17410401111101494

Google Scholar

[10] Langabeer, J.R., et al., Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective. Operations Management Research, 2009. 2(1-4): pp.13-27.

DOI: 10.1007/s12063-009-0021-7

Google Scholar

[11] DelliFraine, J.L., J.R. Langabeer, and I.M. Nembhard, Assessing the evidence of Six Sigma and Lean in the health care industry. Quality Management in Healthcare, 2010. 19(3): pp.211-225.

DOI: 10.1097/qmh.0b013e3181eb140e

Google Scholar

[12] Akbulut-Bailey, A.Y., J. Motwani, and E.M. Smedley, When Lean and Six Sigma converge: a case study of a successful implementation of Lean Six Sigma at an aerospace company. International Journal of Technology Management, 2012. 57(1): pp.18-32.

DOI: 10.1504/ijtm.2012.043949

Google Scholar

[13] Rosmulder, R., et al., Action research and soft systems methodology for studying problems in emergency care delivery. International Journal of Healthcare Technology and Management, 2009. 10(4): pp.289-302.

DOI: 10.1504/ijhtm.2009.030452

Google Scholar

[14] DelliFraine, J.L., J.R. Langabeer, and I.M. Nembhard, Assessing the evidence of Six Sigma and Lean in the health care industry. Quality Management in Healthcare, 2010. 19(3): pp.211-225.

DOI: 10.1097/qmh.0b013e3181eb140e

Google Scholar

[15] Antony, J., Six Sigma vs Lean: Some perspectives from leading academics and practitioners. International Journal of Productivity and Performance Management, 2011. 60(2): pp.185-190.

DOI: 10.1108/17410401111101494

Google Scholar

[16] Akbulut-Bailey, A.Y., J. Motwani, and E.M. Smedley, When Lean and Six Sigma converge: a case study of a successful implementation of Lean Six Sigma at an aerospace company. International Journal of Technology Management, 2012. 57(1): pp.18-32.

DOI: 10.1504/ijtm.2012.043949

Google Scholar

[17] Glaveli, N. and E. Karassavidou, Exploring a possible route through which training affects organizational performance: the case of a Greek bank. The International Journal of Human Resource Management, 2011. 22(14): pp.2892-2923.

DOI: 10.1080/09585192.2011.606113

Google Scholar

[18] Sinimole, K., Performance evaluation of the hospital services-a fuzzy analytic hierarchy process model. International Journal of Productivity and Quality Management, 2012. 10(1): pp.112-130.

DOI: 10.1504/ijpqm.2012.047944

Google Scholar

[19] Amirzadeh, R. and M.R. Shoorvarzy, Prioritizing service quality factors in Iranian Islamic banking using a fuzzy approach. International Journal of Islamic and Middle Eastern Finance and Management, 2013. 6(1): pp.64-78.

DOI: 10.1108/17538391311310752

Google Scholar