Abstract
Deming-based Lean Six-Sigma management is applied to the Emergency Department (ED) of a large metropolitan university hospital to demonstrate the effectiveness of using Deming's approaches to improve processes which will allow a reduction in the length of time the patient remains within the ED. A Voice of Customer analysis is utilized to identify priorities for improvement. Change concepts are utilized for the development of the changes that will improve the ED length of stay. Control charts are used to illustrate the estimated effect of implementation of the proposed changes. A recommendation for further study is enclosed.