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HBOK 1-431

Title A Lean Transformation
Author(s) Nicole Adrian
Source Quality Progress
Topic Organizational Culture

Performance Improvement

Abstract Sacred Heart Hospital of Eau Claire, WI, implemented Lean Six Sigma to reduce waste and improve patient satisfaction. The process began in 2004 when the hospital trained about 15 hospital leaders as Six Sigma Green Belts. One early success was a project to reduce meal tray waste by 60 percent, which achieved an actual reduction of 57.6 percent and annual savings of almost $12,000. Additional leaders were trained as Green Belts until 2007, when the hospital’s CEO shifted focus to lean. While hospital Green Belts prioritized processes, leaders worked with ASQ to develop and pilot the Leading Lean Teams training course. Those taking the training were organized into 15 teams and assigned projects based on the prioritized processes. Executive leaders selected three projects to go forward with immediately: increasing outpatient data accuracy, decreasing emergency room bed time, and decreasing digital mammography reporting time. The lean implementations continue at Sacred Heart, and the hospital’s organizational culture has improved as a result of its lean practices.
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