Mariam

Agile
Reflective
Essay
Student Name: Mariam Degheidi

Student ID: 600230050
NouvelageMohandsin1
Six Sigma emerged in the late twentieth century. Following subsequently, it has been extensively
used by companies all over the world in order to preserve integrity.
Six sigma is a beneficial solving problems strategy for process improvement that was developed by
engineer Bill Smith during his tenure at Motorola in 1986 and established an increasingly common
mode of leadership at General Electric.
Six Sigma is a collection of techniques for enhancing processes and technologies. It is aimed at
decreasing the duration and production faults, as well as divergence during manufacturing &
commercial operations.
Six sigma process is based upon the two main methodologies known as DMAIC and DMADV.
DMAIC (Define, Measure, Analyze, Improve, Control) is a data-driven innovation loop for
improving, optimizing, & stabilizing company procedures & solutions. Each step of the production
method is implemented to enhance the operation.
DMADV (Define, Measure, Analyze, Design, Verify) has the method executed by a firm to create
novel goods or methods.
Likewise, Six Sigma emphasizes control over processes and uniformity with eliminating mistakes &
volatility. The agile methodology emphasizes flexibility and incremental output. While Six Sigma
requires exact preparation and paperwork, Agile emphasizes shift adaptation, cooperation, and
customer partnership.
The inclusion of nimble to the Six Sigma technique resulted in a speedier implementation of the
design than might had been achievable devoid it. While the improvement phase was being
designed, the agile approach specified the quantity of visits & the length of every piece of
work.
It was decided to use the Six Sigma approach. In reality, both were characterized by really
adhering to the needs of clients (in this case, the hospital) & possessing a statistically oriented
approach. It is critical to stress that the technique was subjected to several assessments,
including those addressing the criteria to evaluate, the service to be given, as well as the basis
for approval.
In this work, which seeks to discover and eliminate inefficiency in access to service, we focus on
an initial assessment of the various the foundation stages that make up the services by executing
a mapping of the various phases; we also identify any redundant work and handle losses. The
development of the method has shown a mismatch with what the processes predict and the fact
that is implemented. A lack of influx and, thus, the security of hospitals is best tackled utilizing
lean reasoning, which additionally covers session bookings. It cannot be viable when
implemented due to external unpredictability caused by missing patients who distort the
operation.
In recent decades, there have emerged widespread patterns with high normal flake-out rates,
ranging from 17.1% to 19.3%. Despite efforts to tackle and alter flake-out rates, such as imposing
licencing costs for patient flake-outs, 19.3% of the participants have indicated that the flake-out
differences are still a problematic issue both locally and globally.
Although using an overloading system can improve pay and medical asset usage, there is little
evidence that the method reduces flake-out rates because overbooking is only beneficial in certain
circumstances.
In fact, by increasing patient availability and clinic productivity, overbooking can drastically
increase the number of treatments delivered by the clinic while also cutting costs and enhancing
patient satisfaction. Overbooking, on the other hand, can lengthen clinic queues and aggravate
patient disinterest prior to the scheduled appointment. The barrier, however, was not a shortage of
medical resources; rather, it was their underutilization. If the overbooking was appropriately
dimensioned, taking into consideration the entire process (no-shows, cancellations, and
movements), the hospital may see a huge improvement.
As a result, it could be helpful for healthcare organisations' lean management to use such a model to
determine how to embrace overbooking and, more crucially, what level of overbooking is
recommended. In reality, the simulator might offer the best strategy for managing the booking
calendar, reducing uneven wait times between booking and visit scheduling, providing equity to
clients, and providing more timely and fair healthcare service delivery.
Conclusion:
The virtual reality model provided for booking too many appointments worked
nicely. The approach known as agile aided in adjusting the scheduling criteria.
According to the hospital's final findings, the overbooking strategy is effective in
assuring equal consideration for all patients because it is based onthe total external
disturbance caused by departure cancellation
In this case, anyone on the list of people waiting follows the waiting times, with no
"favouritism" suggested by the logic of replacement. Equity in the arrangement of patients who
planned medical visits is largely guaranteed. Using monetary incentives to deal with the urgency
of overtime When there are critical problems with waiting lines, labor is the most helpful
treatment with an immediate impact.
According to agile logic, the healthcare staff should hold some meetings to determine if there
will be a significant influx of patients. A situation like this will reduce absenteeism; thus,
healthcare personnel should be prepared to have the essential equipment.
In terms of what comes out of the model's implementation, simulation of healthcare processes
will benefit both the operational side of hospitals and, of course, patients. While the latter will
help from a shorter waiting time since more medical tests would be available every day,
reducing tardiness, the former group will be able to better manage critical situations such as
absence. The modeling of processes will, of naturally, have an impact on the handling of
resources.
There are additional benefits as a result of the methods we adopted. In some cases, there is no need
to test the change in actual practice because it is possible to simulate it and estimate the financial
consequences beforehand; the improvement can be tested multiple times and in various ways so
that the process is thoroughly recognized; and the time needed to conduct a real experiment is
much a bit more than that demanded for a simulation.
Tools
1. Visual inspection
2. Histogram
3. Pareto Chart

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