Opportunities for Improvement Using Lean Management and Six Sigma Principles

While evaluating the Physician Health Care Services Center, it is quite demanding as compared to assess the traditional manufacturing company performance or any other form of the enterprise. The evaluation procedure and productivity, it is hard in the healthcare center since institutions with the human health restoration into the right track. Conversely, there is a challenging and involving the evaluation procedure with regard to productivity; it is paramount to have the solid basis on which decisions of the organization should be based on. With the intention to determine the Physician Care Services productivity, I will employ two of the key metrics such as overall service and productivity of the organization and output per labor.

The opportunity for the six sigma and lean management principles have been moved gradually and offered the opportunity to expand the methodologies and implementations in healthcare reform for the process improvement. The six sigma principle is to take the company to the improved level through applications of statistical techniques and tools (Balushi, Sohal, Singh, Hajri, Farsi and Abri, 2014). The innovations in the healthcare reform have become data-driven and systematic design for the six sigma method in the healthcare settings. Another opportunity is that the value-stream map gives holistic picture of the organizational value chain. The lean management element is to seek each and every chance to decrease the attempt and variability to organizational issues such complexity reduction, visual management and the method that identify the workplace, scrub, sort, sustain, standardize and strengthen, line balancing, cellular production and so on (De Koeijer, Paauwe and Huijsman, 2014)

According to the metrics in week 5, it is identified that lead does not analyze the indicators of the procedure to establish where the improvement points are but focus on the ineffectiveness in the procedure flow. This is where the main opportunities for the improvement are. According to the study of Mason, Nicolay and Darzi (2015), the process and concept of the lean management in the healthcare reform lead the time and are associated to the cost reduction and have to do with internal quality. This is because the customer is always interested in the end product. On the contrary, the patient can take part in the whole procedure. With the intention to deal with cost cutting pressures, the reductions in the cost in the maintenance, administrative or nursing staff is unlikely and can impact the care process entirely. The cost reduction is one of the best opportunities in the healthcare reform without jeopardizing the patient care and to look for the alternative solutions or methodologies that are not even related with the healthcare industry (Trzeciak, Mercincavage, Angelini, Cogliano, Damuth, Roberts and Mazzarelli, 2018).

In the view of Yaduvanshi and Sharma (2017), lean management and six sigma are the procedures that provide the enhancement approaches in the industry. These approaches have saved many of the organizations dollars and in billions while enhancing or improving their service, back-office transactional procedures, manufacturing, distribution and service. By using the lean management in the healthcare reform, the lean focuses on the waste elimination and the overall cycle improvement within the procedure.

In conclusion, it can be said that there are complexities that posed by the multi-payor system which also give many of the chances so that the organization can be able to tighten up the metrics. On the other hand, it is examined that practice empowered the staff and involved the work flow with the intention to examine chances to reduce delay in remaining ten days by changing the procedure, automating by other means and eliminating redundancies. The discussion above identified that healthcare managers should look into the lean management with the intention to make difference in the companies and to know exactly what they want to accomplish.
Five measurable stretch goals

For any of the company, setting aims and goals of the organization enhances the adherence, gives incentives and help measure the progress. It is quite noticeable that the leaders will need to form the team in the healthcare with the intention to implement the changes in the organization. Conversely, the next step is to come up with the aims for the leaders to keep the team on track. The goals must be specific, achievable, measurable, associated and time-bound. In the meetings, the members must be regularly discuss the goals and aims to estimate the progress, ensure the resources availability and maintain responsibility as well as make adjustments as needed. Physician HealthCare Service is having a lot of problems that need proper resolution. With the intention to eradicate such concerns, the leaders of Physician HealthCare Service need to form some of the goals. While, on the other hand, lean and six sigma have been employed in general in the healthcare industry, there is an enormous opportunity to use these two methodologies so that the organization can be able to streamline the procedures and improve their quality concurrently (Zhu, Johnson and Sarkis, 2018).

The few of the possible aims are: reducing the operational expenses by the 30% in the next three months, developing the quality improvement procedure, developing the services to add the walk-in services in the pharmacy department, delegating the management duties and their tasks efficiently by the end of the year, reducing the workload of president and enhancing the effectiveness. This might also enhance the patient volume within this year by at least 10% and developing or expanding the care services during weekends. Zhu et.al (2018) determined that the opportunities quantity for the defect is known as six sigma opportunity where the customer expectations are from outside and is known as six sigma defect. The goals also include the enhancement of the employee satisfaction to 99% by employing management techniques or proper scheduling by the end of the next six or seven months (Trzeciak et.al, 2018).

Also, on the other hand, the listed above goals are all expanded and noted from the concerns of Dr.Tobias in the board meetings. He has been thinking of selling the organization due to his possible loss in the medical market in future. His concerns involve enhancing the cost associated to operations and equipment’s. Thus, one goal is to reduce the operational expenses by employing the techniques for improvement associated to six sigma and lean management principles. In other words, at the very same time, he is concerned about other practices by employing walk-in services to go along with pharmacies. In this case, the performance improvement project aim would be to implement walk in services to remain competitive within PCS pharmacy department. It is noted that Dr. Tobias is taking the accountability currently of the president and medical director of the Physician Healthcare Services. He works as a Certified Medical Review Officer for employee whenever it is essential for drug testing. Hence, it is quite difficult for Dr. Tobias to focus on several concerns at once and in detail.

Al-Balushi, S., Sohal, A. S., Singh, P. J., Al Hajri, A., Al Farsi, Y. M., & Al Abri, R. (2014). Readiness factors for lean implementation in healthcare settings–a literature review. Journal of health organization and management, 28(2), 135-153.

De Koeijer, R. J., Paauwe, J., & Huijsman, R. (2014). Toward a conceptual framework for exploring multilevel relationships between Lean Management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare. The International Journal of Human Resource Management, 25(21), 2911-2925.

Mason, S. E., Nicolay, C. R., & Darzi, A. (2015). The use of Lean and Six Sigma methodologies in surgery: A systematic review. The Surgeon, 13(2), 91-100.

Trzeciak, S., Mercincavage, M., Angelini, C., Cogliano, W., Damuth, E., Roberts, B. W., … & Mazzarelli, A. J. (2018). Lean Six Sigma to Reduce Intensive Care Unit Length of Stay and Costs in Prolonged Mechanical Ventilation. Journal for Healthcare Quality, 40(1), 36-43.

Yaduvanshi, D., & Sharma, A. (2017). Lean Six Sigma in Health Operations: Challenges and Opportunities—‘Nirvana for Operational Efficiency in Hospitals in a Resource Limited Settings’. Journal of Health Management, 19(2), 203-213.

Zhu, Q., Johnson, S., & Sarkis, J. (2018, January). Lean six sigma and environmental sustainability: a hospital perspective. In Supply Chain Forum: An International Journal (pp. 1-17). Taylor & Francis.

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