Nursing

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Using a person-centred model of Lean Six Sigma to support process improvement within a paediatric primary eye care clinic
(Emerald, 2025-12-11) Bourke, Christine; Mullaniff, Aaron; Tang, Bobby; Waya, Oriyomi; Teeling, Sean Paul
Purpose Process improvement methodologies such as Lean Six Sigma are increasingly being deployed to address inefficiencies in healthcare. Simultaneously, global policy and strategy development stress the value of person-centredness in healthcare. This paper examines the application of a Person-Centred Lean Six Sigma Model (PCLSSM) to improve processes in a paediatric eye care clinic, specifically focusing on streamlining the referral system and optimising the clinic environment. Design/methodology/approach A quasi-experimental, single-site, pretest–posttest study was conducted over nine months using the Lean Six Sigma define, measure, analyse, improve and control (DMAIC) framework. Data were gathered through Voice of the Customer (VOC) sessions, Gemba observations, process mapping and referral letter audits. Key stakeholders, including clinicians, administrative staff and parents, co-designed the interventions to enhance efficiency and patient experience. Findings The application of the PCLSSM resulted in a 46% increase in right-first-time referral accuracy, a 20% reduction in referral processing time, a 13% increase in staff confidence in the referral system, a 158% improvement in staff satisfaction with workload and a 104% rise in child and parent satisfaction with their clinic experience. The implementation of an electronic referral system and an improved clinic environment contributed to these improvements. Originality/value This study is the first to integrate a person-centred approach with Lean Six Sigma in paediatric ophthalmology. The findings demonstrate the potential of combining process improvement methodologies with person-centred principles to enhance operational efficiency and stakeholder satisfaction. This approach can serve as a model for similar outpatient settings seeking to improve service delivery and patient experience.
Redesigning the process for scheduling elective orthopaedic surgery: A combined Lean Six Sigma and person-centred approach
(MDPI, 2021-11-13) Daly, Ailish; Wolfe, Nicola; Teeling, Sean Paul; Ward, Marie; McNamara, Martin
The Health Service Executive Ireland model of care for elective surgery supports the delivery of elective surgical care in achieving both process and clinical outcomes. This project was conducted in the Orthopaedic Department. Following an outpatient consultation with an orthopaedic surgeon, patients who required surgical intervention were scheduled for their intervention by the administrative team. Prior to commencing this project, the average time from patient consultation to being scheduled for surgery on the hospital system was 62 h/2.58 days. A pre- and post-team-based intervention design employing Lean Six Sigma methodology was applied to redesign the process for scheduling elective orthopaedic surgery. The project was informed by collaborative, inclusive, and participatory stakeholder engagement. The goal was to streamline the scheduling process for elective orthopaedic surgery, with a target that 90% of surgeries are scheduled “right first time” within 48 h/two working days of the outpatient consultant appointment. The main outcome measures showed that 100% of orthopaedic surgeries were scheduled successfully within 2 days of outpatient appointment. Duplication in work between patient services and scheduling teams was eliminated and facilitated a reduction in unnecessary staff workload. This project highlights the importance of collaborative interdisciplinary stakeholder engagement in the redesigning of processes to achieve sustainable outcomes, and the findings have informed further improvements across the hospital’s surgical scheduling system.

Nursing

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