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Bank

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An Y.
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You can engineer better healthcare

Book
A survey of ways to bring systems thinking into the medical field of the
Month

Industrial engineer Ryan Burge decided to double up as a reporter for Engineering


Solutions to America’s Healthcare Challenges.
Burge, an IIE member, went inside Progressive Medical Centers of America,
talked to people like pediatrician Dr. Robert Zarr, and gives examples from Science
Foundation Ireland and a wealth of other sources to divine what it means to repair
healthcare.
While highlighting how important it is for people to be proactive for their own
sake, Burge presents a systems approach to changing the way healthcare professionals
do business and take care of their patients. Burge describes how industrial engineer-
ing practices are shaping healthcare and explains why systems thinking must be the
foundation for every aspect of healthcare.
With his IIE and Society for Health Systems connections, it’s no surprise that
Burge includes proven lean and Six Sigma tools that can help any healthcare orga-
nization make operational improvements that bring patients a better quality of care
while reducing the waste of time, money and human resources.
Burge shows how implementing Six Sigma in emergency rooms, 5S in accounting for medical inventory and theory of
constraints to devise a plan to shorten hospital stays can improve your healthcare operation.
Engineering Solutions to America’s Healthcare Challenges is published by CRC Press ($47.96).

Banking with lean Six Sigma


Strategy officer says methodology can streamline loan processing, information gathering
Lean Six Sigma is gaining credibility and should be taken se-
riously by banks who want their processes to reach optimal
productivity, according to one chief strategy officer.
Chris Nichols of CenterState Bank detailed for LinkedIn
Pulse how more than 40 community banks have used either
lean or Six Sigma, with almost all reporting some level of suc-
cess. Bank officers report savings of between 20 percent and 40
percent in their re-engineered loan processing, with 70 percent
not out of the question.
“The reality is that banks are notoriously poor at formaliz-
ing and adhering to a set loan processing methodology,” Nich-
ols wrote. “So the reality is a combination of both disciplines
works best when applied to banking.”
Banks can figure out whether they need the improvement
methods by recording the time and effort expended on pro- fill in for other members. Loan files might be rotated to other
cessing every credit. If processing time varies widely from loan areas or branches.
to loan, improvement is needed. Such realignments alone could increase productivity by 15
Lean Six Sigma would look at each delay and methodically percent, Nichols stated.
approach the process of “manufacturing” credit to remove Many banks spend a lot of time gathering, analyzing and pre-
variability and waste. If the process suffers from vacations, senting information that doesn’t pertain to credit assessments,
backlogs or bottlenecks, Nichols wrote, the bank might create according to Nichols. Weeding out the waste and restructuring
centralized “work cells” with cross-trained personnel that can such processes can save a bank 35 percent in processing time.

February 2015 | Industrial Engineer 15


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