Service Priorities and Programmes

Electronic Presentations
Convention ID: 112
Submitting author: Ms Anna HO
Post title: Deputizing GM(AS), Haven of Hope Hospital, KEC
Experience in adopting Six Sigma DMAIC steps to enhance quality of repair and
maintenance services in hospital
Ho A, Tsui E
Administrative and Supporting Services Division, Haven of Hope Hospital
Keywords:
service quality
six sigma
repair and maintenace
Introduction
Responsive repair and maintenance services help minimizing the disruption to
healthcare services delivery caused by malfunctioning of equipment and facilities.
This project attempts to adopt the Six Sigma DMAIC (Define, Measures, Analysis,
Improve and Control) steps to enhance the repair and maintenance services provided
by the Engineering Department of a hospital.
Objectives
To enhance service quality of repair and maintenance services in hospital through
structured process.
Methodology
1. Define: The Voice of Customer (VOC) was collected from service users through a
modified SERVQUAL questionnaire. Among various service quality dimensions, the
results of the questionnaire revealed that repair lead time was critical to quality (CTQ)
in hospital repair and maintenance services that had significant impact on users
satisfaction. 2. Measure and analysis: The Voice of Process (VOP) was collected by
analyzing the previous repair records using histograms and line charts. Statistical
parameters such as range, mean, median and standard deviation were calculated to
evaluate the service performance. Quality management tools such as
Cause-and-Effect Diagram, Service Blueprint and Service Gap Model had also been
used. Factors affecting the CTQ and gaps between VOC and VOP were identified and
analyzed. 3. Improve and control: Service delivery process was then modified based
on the findings from Measure and Analysis steps. Corresponding work flow diagrams
that clearly define the roles and responsibilities of different parties at various stages of
the process were drawn. Internal service standard was established. Daily and monthly
reports were revised to facilitate the monitoring of service performance. Meetings that
focus on reviewing the progress of repair requests were conducted regularly in which
early actions could be taken for problems detected.
Result
Comparing the repair lead time six months before and after the quality improvement
project, the mean and median lead time had reduced by 9.0% and 17.3% respectively.

Experience from this project showed that Six Sigma DMAIC steps could provide
effective means to enhance the service quality of repair and maintenance service in
hospital.