ENBIS-11 in Coimbra
4 – 8 September 2011
Abstract submission: 1 January – 25 June 2011
Integrated Models in Healthcare
7 September 2011, 12:00 – 12:20
- Submitted by
- Yifat Lavi
- Lavi Yifat
- UNITO, Turin, Italy
- Achieving excellence can be a hard task. Many companies and organizations have the ambition of becoming exceptional for the benefit of their customers, investors and employees. In order to achieve such goals, one needs a robust methodology, management support and hard work.
When referring to a healthcare system, being exceptional is an ethical obligation not only an ambition.
Healthcare processes are a key determinant of the quality of care. Delays in test results, mistakes in administering medicine, lack of information about a patient health history and radiology retakes are only a few such examples. Lack of consistent procedures and incorrect treatments are a major health hazard in a hospital.
Healthcare workers in all departments are expected to continuously improve the quality, timeliness, and cost of their services to the community. Six Sigma is a management methodology which combines the reduction of waste and complexity of lean manufacturing with quality improvement and statistical data analysis. Six Sigma and the related methodology of Lean Six Sigma allow healthcare workers to get more for their patients and increase the effectiveness of the services they provide.
Employees in hospitals play a large role in total service outcome. All employees provide service, whether to internal or external customers. It is essential to make sure they give the best possible service, whether it's administrative or physiological. For this purpose, there is a need to learn what drives employees and what will ensure their satisfaction at work which will then result in good service.
Our research combines mathematical (Six Sigma), economic (DEA) and practical (Lean) methods with human resources methodologies (human sigma) in order to achieve the level of excellence needed by healthcare providers all over the world.
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