| Summary: | 碩士 === 中國科技大學 === 企業管理研究所 === 101 === Due to the patients are care seriously about medical service quality, however, the hospital closed nighttime outpatient service because of cost consideration. Unfortunately this causes patient demand Emergency service more and more. To improve quality of medical care and reduce patient waiting time, medical industrial and education both are attend to push quality-improve activities which similar to company management for developing quality concept in hospital.
We use "Lean 6 Sigma" as the research tool of the study for reducing less waste and unnecessary process from medical procedures. Lean and 6 Sigma will be 2 different advantage and factors for us to reducing unnecessary waste and calculating the differences and improvements. This will be a systematic way to time-shorten, procedure-speed up and quality-upgrade.
With DMAIC analysis of Lean 6 Sigma, we are able to know the changing of product life cycle of Emergency SOP. And with Process Cycle Efficiency calculating, we can soon find problems and even suitable improvements:
We define the improve targets Then measure and drawing Value Stream Mapping and Loss of Process Cycle Efficiency. By analysis some proper improvements. Finally by using Process Cycle Efficiency and Process Cycle Time, we conclude a Strategy Pattern which will be able to improve the problems inside of Emergency SOP.
According to the PCE data we get from measurement index shows that we improve 52.91% from 47.09% to 100%, and also we reduce 91 minutes NVA(non-value-added) time hugely from 172 to 81 minutes. That is because Lean concept helps us reducing NVA and waiting Time of patient, and we can find unnecessary waste and in-time improvements by analysis Emergency Process project with Lean 6 Sigma.
|
|---|
