Use of Lean Six Sigma methodology shows reduction of inpatient waiting time for peripherally inserted central catheter placement(9)
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2019 Ireland |
Use of LSS methodology to improve response time for insertion of peripherally inserted central catheter. |
Response time reduction from 3.7 to 1.8 days, representing a 35.8% improvement over the previous time. |
University hospital |
Implementing Lean Six Sigma in a Kuwaiti private hospital(10)
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2018 Kuwait |
Use of LSS to reduce waiting time in an obstetrics and gynecology unit. |
67% reduction in waiting time on weekends and 55% on weekdays. |
Private hospital |
Applying Lean Six Sigma methods to reduce length of stay in a hospital's emergency department(11)
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2018 USA |
Use of LSS and its instruments in the emergency room of a hospital. |
Reduction in length of stay 30% in three months, in the percentage of patients who leave without treatment from 6.5% to 0.3% and improvement of patient satisfaction from 24% to 89.9%. |
Private hospital |
Lean Six Sigma to reduce Intensive Care Unit length of stay and costs in prolonged mechanical ventilation(12)
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2018 USA |
Use of LSS to reduce hospital stay and associated costs in caring for patients with mechanical ventilation. |
Reduction in hospital stay by 24% and in the average cost per case of mechanical ventilation by 27%. |
University hospital |
An Initiative to Optimize Waste Streams in the Operating Room: RECycling in the Operating Room (RECOR) Project(13)
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2017 USA |
Use of LSS to reduce material waste in the operating room environment and improve the low-cost material disposal flow. |
Reduction from 12% to 6% of waste per day and increase in recyclable material from 19% to 45%. |
Private hospital |
Assurance of Myeloid Growth Factor Administration in an Infusion Center: Pilot Quality Improvement Initiative(14)
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2017 USA |
Use of LSS to reduce the rate of missed doses of myeloid growth factor medications to <0.5%. |
Dose omission rate reduction from 3.52 to 0% after the intervention. |
Infusion center |
Improving performances of the knee replacement surgery process by applying DMAIC principles(15)
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2017 Italy |
Use of LSS to cut costs related to the process of knee replacement surgery. |
Reduction in hospital stay by 42%, from 14.2 to 8.3 days. |
University hospital |
Lean Six Sigma techniques to improve ophthalmology clinic efficiency(16)
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2017 USA |
Use of LSS to decrease the patient's flow time at eye clinics. |
Reduced patient flow time by 18% as well as improved patient and employee satisfaction rates. |
Clinic |
Reducing the risk of healthcare-associated infections through Lean Six Sigma: The case of the medicine areas at the Federico II University Hospital in Naples (Italy)(17)
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2017 Italy |
Use of LSS to reduce the risk of healthcare-related infections. |
Reduction in the percentage of colonized patients from 0.37% to 0.21% and reduction in the average number of days of hospitalization from 45 to 36 days in surgical areas and reduction in colonization from 0.36% to 0.19% in clinics. |
University hospital |
Supply and demand: application of Lean Six Sigma methods to improve drug round efficiency and release nursing time(18)
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2017 Ireland |
Use of LSS to reduce interruptions and time in oral medication administration rounds. |
Oral medication administration time reduced from 151 to 51 minutes and interruptions from 12 to 11 times on average. |
University hospital |
Improving operating room efficiency in academic children's hospital using Lean Six Sigma methodology(19)
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2017 USA |
Using LSS to improve efficiency in the operating rooms of a children's hospital. |
The interval between patient departure from the operating room and the arrival of the next one decreased from a median of 41 minutes to 32 minutes, and the interval between dressing and the subsequent surgical incision decreased from 81.5 minutes to 71 minutes. |
Hospital |
Reducing patients' falls rate in an Academic Medical Center (AMC) using Six Sigma "DMAIC" approach(20)
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2017 Saudi Arabia |
Use of LSS to reduce the rates of falling patients. |
Reduction in the fall rate from 6.57 to 1.91 per thousand patients/day, showing an improvement of 71%. |
University hospital |
Using Lean Six Sigma Methodology to improve a mass immunizations process at the United States Naval Academy(21)
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2016 USA |
Application of LSS methodology to improve the mass immunization process. |
79% reduction in average vaccination time and 10% need for human resources |
Naval health clinic |
Use of Six Sigma Methodology to reduce appointment lead-time in obstetrics outpatient department(22)
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2016 Colombia |
Use of LSS to reduce the time required to make an appointment at the obstetrics clinic. |
Reduction in the average of the consultation process (Lead Time) from 6.89 days to 4.08 days. |
Obstetric outpatient clinic |
Application of Six Sigma Methodology to reduce medication errors in the outpatient pharmacy unit: a case study from the King Fahd University Hospital, Saudi Arabia(23)
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2016 Saudi Arabia |
Use of LSS to reduce medication errors in the outpatient clinic of a University Hospital. |
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Outpatient clinic |
Decreasing turnaround time and increasing patient satisfaction in a safety net Hospital-Based pediatrics clinic using Lean Six Sigma Methodologies(24)
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2016 USA |
Using LSS to reduce waiting time and improve patient and employee satisfaction. |
Defect reduction and improvement in sigma capacity from 3.09 to 4.08 sigma. |
Pediatric medical center |
Improvement in patient transfer process from the operating room to the PICU using a Lean and Six Sigma-Based quality improvement project(25)
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2016 USA |
Use of LSS to improve the process of transferring patients from the operating room to the pediatric ICU. |
Errors in the shift from the surgical center to the pediatric ICU decreased from 1.9 to 0.3 errors per patient and waiting time decreased from 90 to 32 minutes. Moreover, team satisfaction improved after the intervention. |
Hospital |
The application of Lean Six Sigma methodology to reduce the risk of healthcare-associated infections in surgery departments(26)
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2016 Italy |
Use of LSS to implement actions to improve the colonization of sentinel bacteria in hospitalized patients. |
Reduction in hospital stay by 20% and in the number of patients affected by infection related to care from 0.37% to 0.21%. |
Hospital |
Applying Lean Six Sigma methodology to reduce cesarean section rate(27)
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2016 China |
Use of LSS to reduce the rate of cesarean section in the hospital. |
Reduction in the cesarean section rate from 41.8% to 32% and the sigma capacity increased from 1.70 to 1.96. |
Hospital |
Lean Six Sigma: a new approach to the management of patients undergoing prosthetic hip replacement surgery(28)
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2015 Italy |
Use of LSS in the development of a care plan in hip prosthesis surgery. |
Reduction in the average stay time from 18.9 to 10.6 days, representing a 44% time reduction and savings of 260 thousand euros. |
University hospital |
Decreasing the dispatch time of medical reports sent from hospital to primary care with Lean Six Sigma(29)
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2015 Netherlands |
Using LSS to increase the proportion of cancer staging reports sent on the day of patients' visit to the oncology center. |
90.6% of medical reports sent on the day of patient visits, compared to an index prior to the intervention of 12.3%. |
Oncology center |
How to reduce head CT orders in children with Hydrocephalus using the Lean Six Sigma Methodology: Experience at a major quaternary care Academic Children's Center(30)
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2015 USA |
Use of LSS to reduce the relative use of pediatric cranial tomography in children with hydrocephalus by 50% within six months. |
75% reduction in cranial tomography exams in three months. |
Hospital |
Impact of Lean on surgical instrument reduction: less is more(5)
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2015 USA |
Use of LSS to reduce surgical field processing time, operating time, surgical field assembly time and processing cost. |
Surgical material assembly time reduction 8.4 to 4.7 minutes with a 44% joint assembly cost reduction. Reduction in average surgical field processing times from 97.6 to 76.1 seconds and reduction in processing costs. |
Hospital |
Impact of Lean Six Sigma process improvement methodology on cardiac catheterization laboratory efficiency(31)
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2015 USA |
Use of LSS to improve patient efficiency and performance in the catheterization laboratory. |
Improvement in room turnover from 43.6% to 56.6%, in addition to the percentage of cases attended on time, from 41.7% to 62.8%. |
Catheterization laboratory |
Use of Six Sigma strategies to pull the line on central line-associated bloodstream infections in a neurotrauma intensive care unit(32)
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2015 USA |
Use of LSS to improve the quality of the results of central catheter-related bloodstream infection in a neurological trauma ICU. |
Reduction from 1.46 to 1.2 infections per 1,000 catheters. |
Hospital |
Six Sigma applied to reduce patients' waiting time in a cancer pharmacy(33)
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2014 Jordan |
Use of LSS to reduce the waiting time of patients at the oncology pharmacy. |
Waiting time was reduced by 50%. |
Oncology outpatient clinic |
Redesigning an inpatient pediatric service using Lean to improve throughput efficiency(34)
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2014 USA |
Use of LSS in determining the time of discharge request and patient discharge compared to the control group. |
Reduction in the time for requesting discharge to before 11 a.m., with a median reduction in 200 minutes and hospital discharge decreased by an average of 93 minutes. |
Pediatric hospital |
Patient discharge time improvement by using the Six Sigma approach: a case study(35)
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2013 Jordan |
Use of LSS to reduce discharge time without adding expenses. |
57% improvement in patients discharged within 50 minutes. |
Hospital |
The usefulness of lean six sigma to the development of a clinical pathway for hip fractures(36)
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2013 Netherlands |
Use of LSS in the development of a multidisciplinary clinical pathway. |
Reduction in hospital stay in 4.2 days (-31%) and an average duration of surgery in 57 minutes (-36%), in addition to savings of approximately 120 thousand euros. |
Private hospital |
Application of Six Sigma methodology to a cataract surgery unit(37)
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2012 Turkey |
Use of Six Sigma in a cataract unit in a public hospital. |
The project team recorded all cataract surgeries that did not improve acuity and also classified intra and postoperative complications, showing an increase in sigma capacity from 2.60 to 3.75. |
Hospital |
Use of lean and six sigma methodology to improve operating room efficiency in a high-volume tertiary-care academic medical center(38)
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2011 USA |
Use of LSS to improve the efficiency of operating rooms. |
Punctuality on admission to the operating room increased from 52% to 81%, waiting time for surgery in up to 10 minutes reduced from 42% to 12% and improved operating room turnover. |
Medical center |
Using Six Sigma methodology to reduce patient transfer times from floor to critical-care beds(39)
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2011 USA |
Use of Six Sigma to reduce the transfer time from the hospitalization unit to the ICU. |
Improvement of the average transfer time from 214 minutes to 84 minutes, with a 6 sigma capacity after 8 months. |
University hospital |
Using the six sigma process to implement the Centers for Disease Control and Prevention Guideline for Hand Hygiene in 4 intensive care units(40)
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2006 USA |
Use of Six Sigma to assess hand hygiene practices and increase compliance with CDC recommendations. |
Increased adherence to the hygiene rate from 47% to 80%. |
Hospital |
Use of corporate Six Sigma performance-improvement strategies to reduce incidence of catheter-related bloodstream infections in a surgical ICU(3)
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2005 USA |
Use of LSS to reduce the rate of central catheter-related bloodstream infection. |
Reduction in the infection rate from 11/1000 days to 1.7/1,000 days of catheter, with an improvement of 650%. |
Hospital |