What does “Lean Six Sigma Healthcare” mean to you?

It means BETTER PATIENT OUTCOMES with FEWER RESOURCES.

Lean 6 Sigma is a powerful strategic training decision designed to help healthcare facilities:

ELIMINATE Excessive Waste
INCREASE Patient Safety
ENERGIZE Employees
SOLVE Efficiency Problems
IMPROVE Quality of Care
CAPITALIZE on Team Talents
THINK Continuous Improvement
REDUCE Avoidable Days
SHORTEN Length of Stay
EXPAND Capacity and Throughput

“That’s great, but training doesn’t work!”

That’s RIGHT! Most training programs are SHORT (1-3 days) and DON’T FOLLOW UP. That means there is TOO MUCH INFORMATION AT ONCE and the effects of the training wear off QUICKLY.

Our training WORKS for two reasons:

We make sure participants can APPLY what is learned (before they learn anything else).
We work with the facility to require that learning is applied and MEASURED against targets.

Facing reimbursement cuts?

Here are just a few examples of the savings:

Since 2003 a hospital in Nashville has saved $2.7 million by reducing its nursing bedside orientation hours.
A hospital in North Carolina saved $4.5 million by targeting areas where the health system could save money on supplies, especially expensive physician preference items.
Capped pricing has enabled one hospital to save more than $13 million on supplies across its 20 hospital system.
A hospital in Seattle created more capacity in existing programs so that planned expansions were scrapped, saving significant expenses:
- $1 million for an additional hyperbaric chamber that was no longer needed
- $1-$3 million for endoscopy suites that no longer needed to be relocated
- $6 million for new surgery suites that were no longer necessary

What could savings like that mean for YOUR facility?

The consequences of low quality healthcare are SEVERE:

HIGH COSTS – INJURIES TO PATIENTS – UNSCIENTIFIC CARE – POOR SERVICE

Lean thinking is a management strategy that is applicable to all organizations because it has to do with improving processes. All organizations — including health care organizations — are composed of a series of processes, or sets of actions intended to create value for those who use or depend on them (customers/patients).

Lean thinking begins with driving out waste so that all work adds value and serves the patient’s needs. When applied rigorously and throughout an entire organization, lean principles can have a DRAMATIC affect on productivity, cost, and quality.

The core idea involves eliminating waste so that ultimately every step adds value to the process.

Agreement is growing among health care leaders that lean principles can: