Lean Six Sigma in Healthcare

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dc.contributor.advisorWiarda, Edith
dc.contributor.authorOliphant, David T.
dc.date.accessioned2012-05-29T20:06:40Z
dc.date.available2012-05-29T20:06:40Z
dc.date.issued2010
dc.descriptioniii, 21 p.en_US
dc.description.abstractHealth care expenditures are currently one of the fastest growing components of the United States' GDP. According to the Agency for Healthcare Research and Quality (AHRQ), "In 1960, healthcare expenditures accounted for approximately five percent of the nation's GDP; by 2000, that figure had grown to more than 13 percent." This massive increase is due in part to technological advances and an aging population. However, the increase can also be attributed to unnecessary operational inefficiencies found in many healthcare facilities. As a result, numerous hospitals and healthcare providers have begun implementing two process-innovation approaches that were originally applied to the manufacturing industry. These approaches are referred to as "Lean" and "Six Sigma." Lean Six Sigma, an integration of the two approaches, has proven to be a successful way for hospitals and healthcare providers to achieve higher levels of efficiency while providing better care to a larger percentage of the population.en_US
dc.description.sponsorshipMichigan Manufacturing Technology Center. Plymouth, Michigan.
dc.format.mimetypeapplication/pdf
dc.identifier.urihttp://hdl.handle.net/10920/26430
dc.language.isoen_USen_US
dc.relation.ispartofKalamazoo College Economics and Business Senior Individualized Projects Collection
dc.relation.ispartofseriesSenior Individualized Projects. Economics and Business.;
dc.rightsU.S. copyright laws protect this material. Commercial use or distribution of this material is not permitted without prior written permission of the copyright holder.
dc.titleLean Six Sigma in Healthcareen_US
dc.typeThesisen_US
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