OBJECTIVES: Six sigma and lean methodologies are used to measure the undesirable variations in health care processes. The objective of this research is to improve operations, reduce costs, better serve the patients and improve the patient quality of life by reducing the variability and admitting delays, and improving bed management. METHODS: Six sigma stands for six standard deviations, which translates into an error rate of 3.4 parts per million. It uses DMAIC (define, measure, analyze, improve, control) and statistical tools to uncover root causes and improves internal quality and increased patient satisfaction. Lean ensured on-time delivery, equipment productivity, eliminates waste, and improved returns. It uses PHYSICAL MAPS. When these are integrated, they reduced variability and waste, and improved patient care and satisfaction with better processes and productive employees. The patient discharge cycle time data were taken from hospital consultant firm. The data were measured in terms of patient discharge cycle time and patient waiting time. The outcomes were measured in the form of function, Y= f (X). Here, the Y is discharge cycle time and availability of bed, and x's are all the factors that affect the Y. Then, data were analyzed using SAS statistical one way ANOVA to find if there is any significant variation in outcomes. RESULTS: As a result of these methodologies, patient discharge cycle time was reduced from 375 min to 275 min, a 26.6%decrease. There was no significant difference in all variance. CONCLUSION: Six Sigma and Lean integrated methodologies extents total quality management efforts by using detailed metrics to identify and eliminate process variation. This analysis showed that the use of these integrate methodologies improved internal quality by decreasing admission delays and improved bed management. In essence, six sigma and lean can take total quality management to next level, a level focused on process improvement in quality and service.