Visual Six Sigma: Making Data Analysis Lean

4.1. Framing the Problem

Alice Griffith has worked for a community hospital in the billing department for several years now. The hospital has recently initiated a Lean Six Sigma program to improve the efficiency and quality of its service, to increase patient satisfaction, and to enhance the hospital's already solid reputation within the community.

The hospital has hired a master black belt by the name of Alex Griffin to provide much needed support and momentum for the Lean Six Sigma initiative. Alex will be responsible for identifying and mentoring projects, providing training, and supporting and facilitating Lean Six Sigma efforts. Upper management has identified the billing department as particularly prone to problems and inefficiencies, and directs Alex to identify and prioritize realistic green belt projects within that area. Specifically, upper management mentions late charges as an area that ties up several million dollars per year.

It is in this context that Alex Griffin meets Alice Griffith. Alice is a devoted employee and a quick learner and has an enthusiastic personality. So, when management pairs her with Alex for the task of identifying projects, she is thrilled.

In accordance with their mandate, Alex and Alice proceed to address late charges, which have been a huge source of customer complaints, rework, and lost revenue. Alice describes late charges to Alex as follows:

Late charges can apply to both inpatients and outpatients. In both cases, tests or procedures ...