Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care

Lisa O’Mahony, Kerrie McCarthy, Josephine O’Donoghue, Seán Paul Teeling, Marie Ward and Martin McNamara
Additional contact information
Lisa O’Mahony: Beacon Hospital, UCD Beacon Academy, Beacon Court, Bracken Road, Sandyford Business Park, Sandyford, D18 AK68 Dublin, Ireland
Kerrie McCarthy: Beacon Hospital, UCD Beacon Academy, Beacon Court, Bracken Road, Sandyford Business Park, Sandyford, D18 AK68 Dublin, Ireland
Josephine O’Donoghue: Beacon Hospital, UCD Beacon Academy, Beacon Court, Bracken Road, Sandyford Business Park, Sandyford, D18 AK68 Dublin, Ireland
Seán Paul Teeling: UCD Centre for Interdisciplinary Research, Education and Innovation in Health Systems, School of Nursing, Midwifery and Health Systems, University College Dublin, D04 V1W8 Dublin, Ireland
Marie Ward: Centre for Innovative Human Systems, School of Psychology, Trinity College, The University of Dublin, Dublin 2, Ireland
Martin McNamara: UCD Centre for Interdisciplinary Research, Education and Innovation in Health Systems, School of Nursing, Midwifery and Health Systems, University College Dublin, D04 V1W8 Dublin, Ireland

IJERPH, 2021, vol. 18, issue 21, 1-14

Abstract: Continuity of the supply chain is an integral element in the safe and timely delivery of health services. Lean Six Sigma (LSS), a continuous improvement approach, aims to drive efficiencies and standardisation in processes, and while well established in the manufacturing and supply chain industries, also has relevance in healthcare supply chain management. This study outlines the application of LSS tools and techniques within the supply chain of an Operating Room (OR) setting in a private hospital in Dublin, Ireland. A pre-/post-intervention design was employed following the Define, Measure, Analyse, Improve, Control (DMAIC) framework and applying LSS methodology to redesign the current process for stock management both within the OR storage area and within a pilot OR suite, through collaborative, inclusive, and participatory engagement with staff. A set of improvements were implemented to standardise and streamline the stock management in both areas. The main outcomes from the improvements implemented were an overall reduction in the value of stock held within the operating theatre by 17.7%, a reduction in the value of stock going out of date by 91.7%, and a reduction in the time spent by clinical staff preparing stock required for procedures by 45%, all demonstrating the effectiveness of LSS in healthcare supply chain management.

Keywords: supply chain management; healthcare; Lean Six Sigma; 5S; standardisation; stock management; nursing time (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (9)

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