Application of 6 sigma nursing management model in rescue of patients with severe trauma / 现代临床护理

Objective To investigate the effect of 6 sigma nursing quality management model in rescue of patients with severe trauma.Methods According to the admission sequence,268 patients with severe trauma were selected as control group and treated with traditional first aid pattern; another 292 with severe trauma were chosen as the observation group and treated with 6 sigma nursing management mode(definition,measure,analysis,improvement and control).The two groups were compared in terms of rescue success rate and effective rescue time.Result The rescue success rate in the observation group was significantly higher than that in the control group and the effective rescue time in the observation group was significantly shorter than that in control group(P<0.05). Conclusion The application of 6 sigma nursing management mode in rescue of patients with severe trauma can improve the success rate,shorten the effective rescue time,so it enhances the nursing quality of severe trauma.

Reducing Patient Waiting Time for the Outpatient Phlebotomy Service Using Six Sigma / 대한진단검사의학회지

BACKGROUND: One of the challenging issues of the outpatient phlebotomy services at most hospitals is that patients have a long wait. The outpatient phlebotomy team of Kyungpook National University Hospital applied six sigma breakthrough methodologies to reduce the patient waiting time. METHODS: The DMAIC (Define, Measure, Analyze, Improve, and Control) model was employed to approach the project. Two hundred patients visiting the outpatient phlebotomy section were asked to answer the questionnaires at inception of the study to ascertain root causes. After correction, we surveyed 285 patients for same questionnaires again to follow-up the effects. RESULTS: A defect was defined as extending patient waiting time so long and at the beginning of the project, the performance level was 2.61 sigma. Using fishbone diagram, all the possible reasons for extending patient waiting time were captured, and among them, 16 causes were proven to be statistically significant. Improvement plans including a new receptionist, automatic specimen transport system, and adding one phlebotomist were put into practice. As a result, the number of patients waited more than 5 min significantly decreased, and the performance level reached 3.0 sigma in December 2007 and finally 3.35 sigma in July 2008. CONCLUSIONS: Applying the six sigma, the performance level of waiting times for blood drawing exceeding five minutes were improved from 2.61 sigma to 3.35 sigma.

The Improvement of Hospital Food Service in Quality and Customer Satisfaction by Using 6-sigma Strategy

This study was performed to improve the hospital food service in quality and customer satisfaction by using 6-sigma strategy which was processed by DMAIC methods. The research procedure was as follows; analyzing the main causes of customer dissatisfaction of food service by using numerical method, and then finding out the standardized problem solving methods, and finally reforming food service process. The effectiveness of 6-sigma activity was measured by 'food service quality index', 'customer satisfaction index' and 'total food service satisfaction index'. Food service quality index was calculated by adding grade of soup temperature, food service, delivery time, and setting accuracy. Statistical data analyses were completed by using the Minitab Ver. 14. By performing 6 sigma activity, food service quality index was increased from 67 to 79 points (p<0.05) and customer satisfaction index also rise from 73 to 79points (p<0.05). Satisfaction of meals' taste, diverse menu, food setting accuracy, remove of food service, overall food service were significantly improved(p<0.05). The results of capability analysis in food service quality index, customer satisfaction index, and total food service satisfaction index were improved 2.11sigma to 2.49sigma , 1.88sigma to 2.43sigma, and 2.04sigma to 2.47sigma respectively (p<0.05). Therefore this study showed that subjective food service improving process could be measured by objective numerical value which might be used for financial value in hospital management.