Face Your Competitors
Why is benchmarking necessary?
Why is it so difficult for hospitals to do the right things right?
Which methods can improve processes?
How can you ensure continuous improvement in your processes?
How can Kaizen, CIP, Six Sigma, the PDCA cycle or the DMAIC cycle help you?
In this chapter we focus on process improvement. We highlight business engineering and re-engineering, and how and when they can be applied. To be successful and implement sustainable solutions you need to be familiar with Kaizen, the continuous improvement process, Six Sigma and the avoidance of Muda (waste).
KeywordsBusiness Process Quality Management Black Belt Business Engineering Continuous Improvement Process
References and Further Reading
- Berry R, Murcko AC, Brubaker CE (2002) The Six Sigma book for health care-improving outcomes by reducing errors. ASQ Quality Press, ChicagoGoogle Scholar
- Bothe KB (2003) The power of ultimate Six Sigma. Amacom, New YorkGoogle Scholar
- Drucker PF (1967) The effective executive. Harper & Row, New YorkGoogle Scholar
- Hammer M (1990) Reengineering work: don’t automate, obliterate. Harv Bus Rev 66:104–112Google Scholar
- Hammer M, Champy J (1993) Reengineering the corporation: a manifest for business revolution. Harper Collins Publ, New YorkGoogle Scholar
- Mann C (2006) The hospital myth – disenchantment. Amazon KDP, SeattleGoogle Scholar
- Pande P, Neumann R, Cavanagh R (2000) The Six Sigma Way: how GR, Motorola, and other top companies are improving their performance. McGraw Hill, New YorkGoogle Scholar
- Salomonowitz E (2009) Erfolgreiche Organisationsentwicklung im Krankenhaus. Mehr Personal spart Kosten. Springer, ViennaGoogle Scholar
- Womack JP, Jones DT (2003) Lean thinking: Banish waste and create wealth in your cooperation. Simon & Schuster, LondonGoogle Scholar