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Lean Sigma--Rebuilding Capability in Healthcare

Lean Sigma--Rebuilding Capability in Healthcare

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  • Copyright 2015
  • Dimensions: 6" x 9"
  • Pages: 160
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-399203-9
  • ISBN-13: 978-0-13-399203-8

Drive Lean Sigma Performance Improvement into Any Hospital or Healthcare Environment

“The Affordable Care Act (ACA) looks like it is around to stay. It will require hospitals and other healthcare organizations to become ruthlessly efficient to survive reimbursement rate reductions. Even if ACA fell, managed care organizations have caught on. They will leverage patient volume to drive reimbursement rates steadily down. Medicare and Medicaid will follow. Lean Sigma may not be the only way healthcare organizations will survive, but it’s a proven solution. In Lean Sigma–Rebuilding Capability in Healthcare, Dr. Wedgwood has presented a roadmap to successful implementation of Lean Sigma.”

–Richard H. Allen, Dr.P.H., Allen & Allen Consulting, LLC

Lean Sigma, widely proven in other industries, can offer even greater value in healthcare. In this guide, Ian Wedgwood walks you through all leadership aspects associated with planning, executing, sustaining, or reinvigorating Lean Sigma in your hospital, system, or clinic.

Drawing on his extensive experience helping healthcare organizations improve, Wedgwood explains Lean Sigma without “stat speak.” Focusing on care providers’ unique challenges, he offers a practical roadmap for making Lean or Six Sigma work. He demonstrates it through real case studies, illuminating key facets of change that are too often ignored.

Coverage includes

• How failure points in conventional change methods prevent performance improvement

• Lean Sigma’s structured change approach: why infrastructure and sequencing matter so much

• Integrating Lean Sigma with strategy and operations

• Elevating individual process performance

• Launching a Lean Sigma program or revitalizing a stalled initiative

• Learning from experience, and increasing program maturity

Whatever your Lean Sigma leadership role–from patient-facing staff to senior executive to performance improvement specialist–this guide gives you an indispensable foundation for success.

Sample Content

Table of Contents

Preface xiii

About the Author xix

Chapter 1: Existing Change Models: Why the Traditional Healthcare Models Are Struggling 1

Traditional Change Models 1

Disparate Change Groups 4

Uncontained Change 5

No Standard Change Approach 6

Tools Focus 6

Reliance on Benchmarking 7

Changes Are Not Based on Data, Good Data, or the Right Data 8

Changes Made Based on Symptoms, Not Causes 10

Systems versus Processes 10

Focus on People, Not on Process 11

Lack of Context for Solutions 12

Adding versus Subtracting (Patching) 13

Poor Implementation 13

No Emphasis on Control 14

Management versus Leadership 15

Summary 16

Chapter 2: Structuring Change: Program Infrastructure 17

Lean Sigma: The Program 22

The Steering Group 24

Setting the Program Direction 26

The Fit with Existing Initiatives 29

Shaping Projects 31

Focus on Process 33

Breakthrough Change 35

Project Tiers 35

Identifying Opportunities 40

Characterizing Projects (Preliminary Project Chartering) 43

Setting Goals 46

Prioritizing Action 47

Program and Project Roles 49

Program Tracking, Reporting, and Ongoing Management 52

Summary 53

Chapter 3: Lean Sigma Roadmap: The Anatomy of a Project 55

Lean Sigma Project Roadmap 55

Define 60

Measure 64

Analyze 67

Improve 71

Control 74

The Lean Sigma Roadmap: Why It Works 75

Standardization Projects 79

Kaizen (Accelerated Change) Events 81

Summary 84

Chapter 4: Application to Real Life: Project Case Examples 85

Case 1: CT Capacity and Throughput 85

Case 2: Reduce Discharged, Not Final Billed (DNFB) 88

Case 3: Radiology Denials 91

Case 4: Behavioral Health Discovery 93

Case 5: Medication Delivery 95

Case 6: Registration Standardization 96

Case 7: Inpatient Admission Standardization 98

Case 8: Physician Office Standardization 100

Case 9: Surgery Capacity and Throughput 102

Case 10: Emergency Department Throughput 104

Case 11: Inpatient Placement 106

Case 12: New Emergency Department Design 109

Chapter 5: Commencing the Journey 111

I. Program Vision and Launch 115

II. Creating Program Infrastructure 116

III. Developing Organizational Competence 117

IV. Transforming Processes 120

V. Stabilization and Performance Management 121

VI. Globalization 122

Index 125


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