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Six Sigma engages physicians in achieving strategic performance improvement at OSF Saint Francis Medical Center
Author(s) -
Thompson Jody,
Miller Tim,
Krantz Amy,
Thomas Tom
Publication year - 2008
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20200
Subject(s) - six sigma , credibility , quality management , health care , center (category theory) , quality (philosophy) , medical education , saint , strategic planning , process management , operations management , medicine , business , political science , management system , engineering , computer science , marketing , philosophy , chemistry , computer security , epistemology , lean manufacturing , law , crystallography
Driven largely by a desire to improve the safety and quality of its healthcare services, a large medical center has achieved dramatic and sustained improvement in core clinical processes, in part by getting residents and attending physicians involved in Six Sigma process improvement teams and change leadership. SFMC aligned the Six Sigma management system with its strategy and other performance improvement methods; implemented a 100‐day plan to launch the initiative; and built credibility through significant sustained improvements in nonclinical processes that mattered to physicians, before successfully extending the effort into the clinical and academic arenas to support evidence‐based care. © 2008 Wiley Periodicals, Inc.