Latest "Six Sigma" Posts
Humans, by nature, have a fear of looking bad (FOLB). And we have a fear of looking stupid (FOLS). These are slowing COVID-19 response and quality improvement. Here’s why:
Hi, I’m Jay Arthur, author of “Lean Six Sigma Demystified” and QI Macros [software].
“You’ve all probably all heard some of these acronyms that are running around like FOMO: Fear Of Missing Out. Well, I wanted to introduce you to a couple more that I’d like you to consider. FOLB: Fear Of Looking Bad.
“Now when I’ve gone out to work with companies in consulting roles, some of these managers think, “I’m supposed to be in charge of fixing everything.
Continue Reading "FOLB – Fear of Looking Bad"
Control charts offer a promising way to analyze COVID-19 Data. Learn where to get the data, how to mine it and how to chart it in this video.
Continue Reading "How to Create a COVID-19 Control Chart Using QI Macros"
Since 90% of deaths are among those over 60, perhaps the best countermeasure is to require those of us over 60 (me for example) to stay home. Most of us are retired anyway. Let others go back to work.
Approximately 51% of Colorado hospitalizations involve people 60-80+, 75% of people over 50. Another reason to ask seniors like myself to stay at home even as the economy reopens. This will help reduce the load on hospitals.
Continue Reading "Colorado Deaths by Age Group"
There are COVID-19 hot spots and cold spots. How do we keep the cold spots open and detect and quarantine warming spots? Maybe statistical process control can help.
“Hi, I’m Jay Arthur, author of “Lean Six Sigma for Hospitals” and QI Macros [software].
“Back in the mid 1800s there was a cholera outbreak in London, and John Snow (not of Game of Thrones, but Dr. John Snow) said, “I think there’s a pattern here.” He went out and figured out that everybody who had cholera was getting water from the Broad Street pump. Back then, there was no indoor running water so you had to take your pail, go out to the pump and get your water for your home or your business or your restaurant.
Continue Reading "Cholera and COVID-19 Hot Spot Detection and Quarantine"
I started wondering, what would the COVID-19 pandemic look like as an improvement story. We have charts about cases and deaths. What might be the root causes and potential countermeasures? Here’s my draft Ishikawa-fishbone root cause analysis diagram and countermeasures. Root causes circled in red.
We screen for guns in luggage and knives on passengers, why not temperatures?
As of 4/12/20, NYC accounted for over a third of U.S. COVID-19 cases and almost 50% of deaths. It’s a hot zone. According to one employee, Denver General Hospital has not had a single COVID-19 patient. It’s a cold zone. What are the boundaries of the cold zone?
Continue Reading "COVID-19 Root Cause Analysis and Countermeasures"
Webinar 3 of 3: April 8, 2020 More than 40 people signed up for this webinar, with Jay Arthur first doing an overview on the IHI’s goal, and then going into more detail and highlighting examples on how implementing Agile Lean Six Sigma can speed an organization’s improvement process and better sustain results.
Continue Reading "IHI Trillion Dollar Checkbook Webinar, 3 of 3"
Out of Work? Need a job? Want to become indispensable to your employer?
Learn the data analysis skills for problem solving (a.k.a. Lean Six Sigma). Do it now. It’s Free!
Click here to get started: www.lssyb.com
“Hi, I’m Jay Arthur, author of “Lean Six Sigma Demystified” and the QI Macros [software].
“I don’t know about you, but right now, I’m staying home because of the directives around COVID-19. I know there’s a lot of people out there who have been displaced and are out of work, and now might be a good time to learn a new skill. I can tell you: being able to do some data analysis that results in problem solving is a skill that every, every, every business wants.
Continue Reading "Learn Data Analysis for Problem Solving"
Coronavirus means that we can’t wait weeks for training and months for improvements. Healthcare has to embrace Agile Lean Six Sigma to handle an infection that could overwhelm existing care facilities. (Hint: This has nothing to do with doctors and nurses, but everything to do with the patient.) Here’s how to do it:
“Hi, I’m Jay Arthur, author of “Lean Six Sigma for Hospitals” and the QI Macros [software]. You know, I think we’re at this place in time where we can no longer wait two to four weeks for training and four to six to twelve months for projects to get done.
Continue Reading "Agile Lean Healthcare Now"
Ordered a snowthrower as a wedding gift for two day delivery. Eight days later it was delivered to someone’s home (not mine). How can we mistake-proof these kinds of problems?
“One of the guys in my office is getting married this June and so I got him an early wedding gift: a snow thrower. So I ordered it from Amazon. I ordered it on Monday, it was supposed to arrive on Wednesday; two days shipping on Prime.
“Then on Wednesday I get this notice that said, “Well, it’s sort of delayed.” So then it said maybe Friday, but of course on Friday it wasn’t here, and they tried to deliver it on Saturday, of course, which is when we’re closed.
Continue Reading "Snowthrower Delivery Debacle"
At the ASQ Lean Six Sigma Conference in Phoenix this week, Katie Castree with Accumen presented an excellent improvement story about reducing over-collection of blood tubes in a hospital. Here’s the story:
Baseline: 317 extra tubes of blood collected every day (115,705/year)
93% of tubes were not used (clinicians thought it was much higher and resisted changing)
Most of the unused tubes were collected in the Emergency Department (focus on the ED, not the entire hospital).
After the countermeasure (not collecting tubes unnecessarily), extra tubes dropped from 317 per day to 118 per day saving $12,335/year and 0.27 FTEs. Over time, extra tubes dropped to only 84 per day, a 74% reduction.
Continue Reading "Reducing Blood Sample Over-Collection"