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Abstract : Continuous change in complex healthcare environments is a challenge for nurse leaders, but it can also be an advantage. Change can leverage the introduction of innovations that improve the quality of care delivery. It all depends on how change is managed. Six Sigma and Lean are two performance improvement methodologies that could be utilized to improve the quality of healthcare. From the emergency room to the board room, Lean Six Sigma (LSS) can reduce variability and therefore waste, fewer errors, better processes, improved patient care, greater patient satisfaction rates and more productive employees that translate to bottom-line improvement. LSS builds on the knowledge, methods and tools derived from decades of operational improvement research and implementation. In this graduate level directed project the workload of Nursing Shift Directors (NSD) has been analyzed. NSD are responsible for the administrative direction of the healthcare facility including serving as a clinical resource person, interpreting and enforcing policies and procedures, intervening in difficult situations and medical crises, having overall responsibility for appropriate utilization of nursing personnel and for patient placement, and serving as a liaison to facilitate communication and problem solving within the healthcare facility. The purpose of this study is to (a) create a baseline metric of the existing process, (b) collect operational data and analyze ways to improve the work efficiency by eliminating the non-value added tasks from the daily workload, (c) automate some of the tasks performed by NSD and (d) monitor and provide control methodologies for sustainability.
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