How to implement lean Six Sigma so that a long-lasting system is created that benefits the enterprise as a whole? This is an important question; however, the last 14 words of this inquiry are typically not included in the statement but are very important.
Enhanced Approach to Answer the Question: How to Implement Lean Six Sigma Read More »
While a great deal of process improvement work has finally begun to take hold within healthcare around patient safety and hospital operational efficiencies, what about the other non-clinical aspects of the overall healthcare system which can consume physician resources and adversely impact hospital finances? Healthcare insurance processes can have a major impact on both patient care as well as operational efficiencies. This paper describes how one healthcare insurance company has begun to use Six Sigma to not only make itself more efficient and effective internally, but is now also directing its energies toward lowering medical costs while improving patient service and outcomes
Enhanced Approach for Lean Six Sigma in Healthcare Insurance Industry Read More »
This paper addresses technical problems with p-chart and provides an alternative. Statistical Process Control (SPC) has a primary purpose of identifying when special cause conditions occur for timely corrective actions. SPC textbooks and training state that a p-chart should be used for non-conformance rate tracking, when the data are attribute. With a p-chart, there is non-conformance rate reporting that has time-series identified rational sub-groups. Described in this paper are technical issues with the p-chart that can lead to a falsely identifying common cause process variation as though it were special cause. The technical reason for this occurrence is discussed along with an alternative 30,000-foot-level reporting system that addresses these issues. Traditional p-chart control charts can lead to much firefighting, since the underlying assumptions for these charts are often not valid in the real world. In the 30,000-foot-level metric reporting methodology, which centers on use of the individuals control chart, process response is evaluated for regions of stability. Within identified stable regions, a process capability non-conformance estimate can then be reported. If there is a recent region of stability, one can consider the data in this region to be a random sample of the future; hence, a prediction statement can be made. An enterprise can assess its value-chain metrics collectively – where each has 30,000-foot-level reporting – to determine where improvements can be made that positively impact the enterprise financials as a whole. Goals to these metrics would pull for a process improvement or design project creation that positively impacts these 30,000-foot-level metrics.
The article below provides approaches to business process management and improvement. Described is how to effectively integrated lean Six Sigma process improvement techniques with BPM through an Integrated Enterprises Excellence (IEE) BPM deployment, so that the big-picture benefits.
Approaches to Business Process Management and Improvement Read More »
Quality Digest website response to inquiry: To compute a sigma number, what would be the lowest and highest number of data points that one should uses to calculate a dpm’s – too little will result in a highly reactive number & too many will result in a highly unreactive number.
Six Sigma in small businesses have similar issues to those that occur in larger organizations; e.g., making improvements so the big picture benefits.
Multiple regression analysis example in the PDF link below addresses how to validate a multiple regression analysis.
Multiple Regression Analysis Example: Process Validation Read More »
These enhanced predictive analytics examples illustrate the power of providing futuristic statements in business management system scorecards and how to create this form of enhanced performance measurement reporting.
The importance of an XmR control charts and data normality consideration is that if data are not normally distributed false special-cause signals may occur in a control chart without a data transformation.
As an introduction to a lean Six Sigma deployment, organizations need to address the article-described issues (provided in a PDF below) so there will be big-picture will benefits.
Introduction to Lean Six Sigma: Important Implementation Aspects Read More »
