Making it better: How Lean Six Sigma is transforming healthcare at UMCG

Abstract

Purpose

The purpose of this article is to describe how a leading medical centre used an industrial methodology to develop employees, improve operational effectiveness and reduce costs.

Design/methodology/approach

It presents a case study describing the journey undertaken by the University Medical Centre Groningen (UMCG) in the Northern Netherlands as – in partnership with IBIS uVA – it embedded Lean Six Sigma (LSS) as an integral part of the hospital’s culture, structure and procedures.

Findings

Back in 2007, the UMCG knew they had problems that were beyond their control: the growing demands of an ageing population; fewer nurses; increasing costs of medical materials; and financial cuts made by the Dutch government. In spite of these difficulties, they were determined to maintain and improve service delivery to patients, academia and research. To do this, they collaborated with IBIS UvA – part of the Amsterdam Business School. The idea was to train staff in the implementation of the LSS process – something IBIS has been doing for more than 20 years – in industry and in healthcare.

Practical implications

It shows how an evidence-based approach to reviewing and improving procedures not only resulted in more efficient use of resources, but also improved the patient experience.

Social implications

It draws attention to the potentially unsettling effects of widespread changes in working practices on employees. It also explains how a comprehensive communication strategy was used to deal with this risk.

Originality/value

It highlights the use of a methodology traditionally associated with cost reduction in industry as a way to achieve professional development and operational excellence in healthcare.

Citation

(2014), "Making it better: How Lean Six Sigma is transforming healthcare at UMCG", Strategic Direction, Vol. 30 No. 10, pp. 5-8. https://doi.org/10.1108/SD-10-2014-0138