"before it brought out the hammers, it asked members of the department and of the hospital's Lean Six Sigma team to review the problem. Turns out, a simple redesign of the processes and space solved the problem. No space added, no employees added, and $3.5 million saved. ... f your child needed an MRI two years ago, the waiting list at Akron Childrenâ€™s was about 25 to 28 days. Through discussion with department employees and dissection of the workload, the hospital was able to add 35 MRI tests a week, dropping the wait time to three days or less."