SEMESTER PROJECT

Case Study on “Six-Sigma in

Red Cross Hospital Netherlands”

By-Group 4
 Six Sigma is a process that provides organizations tools to
improve the capability of business and to increase
performance and to decrease in process variation I order to
improve vin profits, employee morale and quality of product
About Six Sigma and services.
There are 5 lean Six Sigma principals-
• Work for the customer.
• Find the problem and focus on it.
• Remove variation and bottlenecks.
• Community clearly and train team members.
• Be flexible and responsive.
 Problems and Implementation of
Six Sigma in
“Red Cross Hospital, Netherlands”
 The Red Cross Hospital spends yearly more than €1 million
on temporary personnel. Upper management suspected that
the cost of hiring temporary personnel was unnecessarily
high. A preliminary investigation indicated that errors on
Complexity invoices was a problem resulting in significant non-value-
added rework and unnecessary re-administration. In the
Reduction in subsequent analysis phase,
Hiring Personnel • A standardized worksheet was introduced.
• Requests for temporary personnel were centralized.
• The number of temporary agencies was reduced.
• A new administrative system for checking invoices was
introduced.
 Operating theaters (OTs) are expensive and capacity-limiting facilities.
Their optimal utilization is paramount to efficient hospital

Reducing
management. The general manager of the Red Cross Hospital
suspected that the utilization of the OTs was far from optimal. While
diagnosing these problems, the GB team found that the underlying
Operating Theater problem was a poorly defined process. This made planning difficult.
Tools were needed to manage this operational process.
Starting Times
• Patients must be present at the OT facility no later than 7:35 am.
• Before arriving at the OT, patients must receive preoperative
preparation.
• The referring department and the anesthesiologists must be
informed about the planned OT treatment for the patient 1 day in
advance of a procedure.
 The Red Cross Hospital has a system in place to manage
mechanical breakdowns and irregularities. This system registers
a problem and assigns a maintenance person a “blue coupon”
with a description of the issue. Malfunctions were handled in an
ad hoc fashion with no accounting for urgency or priority. A
number of solutions were put into place to deal with this
Maintenance problem:
• Prevention: Lights were turned off at night to extend the life of
light bulbs.
• Standard operating procedure: Guidelines were developed for
dealing with breakdowns and failures.
• Work planning system: Problems were divided into urgency
categories.
• Performance monitoring and visual management: Norms for
fixing standard malfunctions were instituted and monitored.
Relevant Bangladeshi Organization: SQUARE

Problems and Implementation of Six Sigma in

“Square Hospital, Bangladesh”
 The organization began an Operational Excellence initiative
aimed at strengthening organizational forms focusing into 2
targets:

Excellence in • There should be a continuous change or enhancement of

the customer experience.
operations • Improving productivity margin, performance, and velocity
of assets in the organization.
 The main reason of this study is to become familiar with Human Resource
Policies and Practices of Square hospital, especially with recruitment &
selection process. To Square hospital like the other organization. Training
Complexity and Employee Development of these employees is also important because
they need to learn new skills, advance their knowledge, and meet the
Reduction in challenges of technology in achieving high performance.
• To study briefly about Square hospital Ltd.
Hiring Personnel • To examine the various steps of recruitment and selection process of
Square hospital.
Ltd.
• To identify the problems regarding recruitment and selection process of
Square
hospital Ltd.
• To suggest some improvements regarding the problems of recruitment
and selection process.
 • It is shown that anesthesia technique and specialty are
influence factors. However, the poor planning and
Reducing scheduling process turned out to be the most important
factor in the delay of start times. After introducing a new
Operating Theater planning process, the hospitals involved were able to gain
substantial cost savings, increased efficiency and
Starting Times substantial reductions of the delay in start times for
surgery.
 • Always Adhering to high ethical and moral standards
• Making service quality top priority in all we do
• Training staff to work within a quality care environment.
Maintenance • Providing quality health care service in all processes
• Delivering customer satisfaction through quality service
 Hence, we can say that, not only “Red Cross Hospital,
Netherland” and “Square Hospital, Bangladesh” but also any
companies can have more profit and benefits using Six-
Sigma in its operations. However, there are more theories in
Conclusion Operations Management that should be applied to the
company in case of maintaining the quality of its service,
working on customer feedback, increasing efficiency in the
organization, and finally working towards customer
satisfaction.