• Stephan J Silich, Robert V Wetz, Nancy Riebling, Christine Coleman, Georges Khoueiry, Nidal Abi Rafeh, Emma Bagon, and Anita Szerszen.
• Six Sigma Certified Blackbelt for Staten Island University Hospital in Staten Island, New York, USA. ssilich@siuh.edu
• J Healthc Qual. 2012 Jan 1;34(1):44-54.

IntroductionIn response to concerns regarding delays in transferring critically ill patients to intensive care units (ICU), a quality improvement project, using the Six Sigma process, was undertaken to correct issues leading to transfer delay.ObjectiveTo test the efficacy of a Six Sigma intervention to reduce transfer time and establish a patient transfer process that would effectively enhance communication between hospital caregivers and improve the continuum of care for patients.MethodsThe project was conducted at a 714-bed tertiary care hospital in Staten Island, New York. A Six Sigma multidisciplinary team was assembled to assess areas that needed improvement, manage the intervention, and analyze the results.ResultsThe Six Sigma process identified eight key steps in the transfer of patients from general medical floors to critical care areas. Preintervention data and a root-cause analysis helped to establish the goal transfer-time limits of 3 h for any individual transfer and 90 min for the average of all transfers.ConclusionsThe Six Sigma approach is a problem-solving methodology that resulted in almost a 60% reduction in patient transfer time from a general medical floor to a critical care area. The Six Sigma process is a feasible method for implementing healthcare related quality of care projects, especially those that are complex.© 2011 National Association for Healthcare Quality.

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