ΜΟΝΤΕΛΟ “SIX SIGMA”: διερεύνηση του κόστους και της ωφέλειας εφαρμογής του μοντέλου στις υπηρεσίες υγείας
“SIX SIGMA” MODEL: research of cost and utility implementation of the model in health services
Μπατσάλιας, Ανδρέας Β.
SubjectProcess control ; Quality control -- Statistical methods ; Ποιοτικός έλεγχος -- Στατιστικές μέθοδοι ; Έλεγχος διεργασιών ; Health services ; Υπηρεσίες υγείας
The role and importance of improving quality as a key factor of strategic management have steadily developed over the last years. The application of different improvement methods and techniques are constantly growing since they are part of a greater strategic activity which can lead to a lesser cost. The «Six Sigma» model is a strategy which aims improvement by aligning customers, employees and the objectives of the organization as well as the general strategic frame the organization has adopted. The three main areas in which improvement is aimed are customer satisfaction, minimizing procedures’ duration and defects (zero defects). Improving these areas results to dramatic cost decrease, offers opportunities for maintaining the customers and merging into new markets, as well as creating a strong brand name which may represent excellent products and/or services. The «Six Sigma» model is widely known in the United States’ health industry, less known in Europe and almost unknown to the Greek health market. Its great success is due to the composition of five steps: definition of the problem, measurement of its parameters, analysis of these parameters, improvement of its status quo and last but not least controlling the problem in order to remain under the improvement status. DMAIC (Define, Measure, Analyze, Improve and Control) is the abbreviation used to describe these five steps. Repetitive procedures in order to improve or reject products and services are expensive therefore the goal of the «Six Sigma» model is to improve production and/or service processes in order to minimize any defects. The «Six Sigma» model’s application requires organizational structure with certain initiatives and roles. Champions, Master Black Belts, Black Belts, and Green Belts etc are certified employees who are specialized in implementing the «Six Sigma» model. The «Six Sigma» method uses a cluster of indexes in order to measure, evaluate and compare the ability of a production chain. Furthermore it uses various statistic tools (flow charts, reason-result, QFD, DEO, GRR) to measure control and quality. Research has proved that the «Six Sigma» model leads to a great advantage when implemented in health services but can only succeed as part of a greater philosophy/culture and strategy. The effects of its application are not the same in every health institution and cannot mend any possible defective situation. Adopting the «Six Sigma» model, can be challenging for any contemporary health organization, while the implementation obstacles are not constrained only in technical matters. It should be considered as an organizational philosophy and incorporated in the general strategic management of the institution otherwise it won’t be successful. The main success factor is the leadership’s commitment and everyone’s participation because management should be interactive.