Here is a short video from Johns Hopkins Medicine, a member of the Healthcare Value Network, an effort I help facilitate through the Lean Enterprise Institute. This video is from the Johns Hopkins Center for Innovation in Quality Patient Care.
I particularly like the comment about how, in a process, the average is what a hospital typically measures, but it’s the variation that the customer (patient) experiences. That’s a great argument for measuring variation in a process, whether you are formally using Six Sigma or not.
I’ve seen, for example, hospital laboratories not just measure the average turnaround time for test results, but some measure of variation, such as:
- What percentage are completed in 60 minutes?
- What is the standard deviation of the turnaround times?
Even once a process has been improved so the average is better (lower TAT for a lab, there are still often process improvement opportunities that allow you to decrease variation so everybody gets a high quality experience.
What are your thoughts on the video or the idea of reducing variation in a process?
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