Journal of health organization and management · 2026
Improving hospital surgical instrument picking processes: a case study of human resource allocation through Six Sigma DMADV framework.
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Moatari-Kazerouni Afrooz, Pai Dinesh R, Igo Benjamin J
Аннотация
PURPOSE: Healthcare organizations constantly strive to reduce expenses, with human resources (HR) historically being a major cost. Efficient HR planning is crucial for effective staffing and the success of healthcare systems. This study investigates HR allocation for surgical instrument picking processes at a North American hospital. The hospital recently redesigned its surgical instrument inventory, picking processes and transportation methods, leading to new roles in the operating rooms (OR) and the central sterilization department (CSD).
DESIGN/METHODOLOGY/APPROACH: We analyzed the redesigned processes using the Six Sigma DMADV Framework and measured their duration with the Maynard Operation Sequence Technique (MOST).
FINDINGS: Our systematic approach revealed an average of 51.25 daily surgeries and 70.25 case carts picked daily, with each case cart taking 19.64 min to prepare. Despite increased operational demands, the redesigned process improved efficiency by 7%. Through statistical analysis and stakeholder collaboration, we determined optimal HR allocation: five full-time employees for CSD and four full-time and one part-time employee for OR. This efficient resource utilization reduced wait times and improved the speed and quality of surgical care.
ORIGINALITY/VALUE: This case study uniquely addresses HR allocation in hospital surgical instrument picking operations from a process improvement perspective.
DESIGN/METHODOLOGY/APPROACH: We analyzed the redesigned processes using the Six Sigma DMADV Framework and measured their duration with the Maynard Operation Sequence Technique (MOST).
FINDINGS: Our systematic approach revealed an average of 51.25 daily surgeries and 70.25 case carts picked daily, with each case cart taking 19.64 min to prepare. Despite increased operational demands, the redesigned process improved efficiency by 7%. Through statistical analysis and stakeholder collaboration, we determined optimal HR allocation: five full-time employees for CSD and four full-time and one part-time employee for OR. This efficient resource utilization reduced wait times and improved the speed and quality of surgical care.
ORIGINALITY/VALUE: This case study uniquely addresses HR allocation in hospital surgical instrument picking operations from a process improvement perspective.