The Resource Lean Six Sigma for the healthcare enterprise : methods, tools, and applications, edited by Sandra L. Furterer

Lean Six Sigma for the healthcare enterprise : methods, tools, and applications, edited by Sandra L. Furterer

Label
Lean Six Sigma for the healthcare enterprise : methods, tools, and applications
Title
Lean Six Sigma for the healthcare enterprise
Title remainder
methods, tools, and applications
Statement of responsibility
edited by Sandra L. Furterer
Contributor
Subject
Language
eng
Summary
"Preface The purpose of this book is to provide an enterprise Lean Six Sigma methodology to enable alignment and optimization of processes across the entire organization. Healthcare has finally embraced Lean Six Sigma tools, even though it has been much later than many industries; there is great value and advantage to applying these tools and methods in healthcare. Healthcare is struggling with shrinking revenues and trying to control costs; what better environment could there be to apply Lean Six Sigma. In the first chapter we provide a description of the Strategic Business Process Architecture methodology that can enable enterprise-wide improvement. In Chapter 2, we provide a description of the Lean Six Sigma methodology that can guide our process improvement projects. In Chapter 3 we provide an application of Lean Six Sigma that successfully reduced the patient length of stay and door to doctor time in a hospital's emergency department. In Chapters 4 and 5 we provide an application of Lean Six Sigma and 5S in an operating room. In Chapter 6 we provide several more applications of the 5S Lean organizational tool. In Chapter 7 we provide an application of how Lean Six Sigma was used to reduce the number of CT scans in an emergency department. In Chapter 8 we describe how we reduced the linen loss throughout the hospital by applying Lean Six Sigma. In Chapter 9, we used Lean Six Sigma to design and implement sepsis protocols to reduce the mortality related to sepsis infections. In Chapter 10 we provide insights into several critical success factors that can enhance your organization's Lean Six Sigma program. In Chapter 11 we provide a brief view into the future of Lean Six Sigma in healthcare"--Provided by publisher
Member of
Action
Committed to retain
Cataloging source
DNLM/DLC
Dewey number
362.1068
Illustrations
illustrations
Index
index present
LC call number
RA399.A1
LC item number
L43 2012
Literary form
non fiction
Nature of contents
bibliography
NLM call number
  • 2011 L-022
  • W 84.41
NLM item number
.L437L 2012
http://library.link/vocab/relatedWorkOrContributorName
Furterer, Sandra L
Series statement
Engineering management book series
http://library.link/vocab/subjectName
  • Medical care
  • Six sigma (Quality control standard)
  • Quality Assurance, Health Care
  • Delivery of Health Care
  • Efficiency, Organizational
  • Health Services Administration
  • Process Assessment (Health Care)
Label
Lean Six Sigma for the healthcare enterprise : methods, tools, and applications, edited by Sandra L. Furterer
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • Business Architecture
  • Sandra Furterer
  • 2.3.2.3.
  • Data Collection Plan
  • Sandra Furterer
  • 2.3.2.4.
  • Quality Function Deployment
  • Sandra Furterer
  • 2.3.3.
  • Define the Voice of the Process (VOP) and Current Performance
  • Sandra Furterer
  • Sandra Furterer
  • 2.3.3.1.
  • VOP Matrix
  • Sandra Furterer
  • 2.3.3.2.
  • Pareto Chart
  • Sandra Furterer
  • 2.3.3.3.
  • Benchmarking
  • Sandra Furterer
  • 2.3.3.4.
  • 1.3.1.
  • Check Sheet
  • Sandra Furterer
  • 2.3.3.5.
  • Histogram
  • Sandra Furterer
  • 2.3.3.6.
  • Statistics
  • Sandra Furterer
  • 2.3.4.
  • Validate the Measurement System
  • Business Architecture Elements
  • Sandra Furterer
  • 2.3.4.1.
  • Measurement Systems Analysis
  • Sandra Furterer
  • 2.3.5.
  • Define the Cost of Poor Quality (COPQ)
  • Sandra Furterer
  • 2.3.5.1.
  • Cost of Poor Quality
  • Sandra Furterer
  • Sandra Furterer
  • 2.4.
  • Analyze Phase
  • Sandra Furterer
  • 2.4.1.
  • Develop Cause and Effect Relationships
  • Sandra Furterer
  • 2.4.1.1.
  • Cause and Effect Diagram
  • Sandra Furterer
  • 2.4.1.2.
  • 1.4.
  • Cause and Effect Matrix
  • Sandra Furterer
  • 2.4.1.3.
  • Why[— ]Why Diagram
  • Sandra Furterer
  • 2.4.2.
  • Determine and Validate Root Causes
  • Sandra Furterer
  • 2.4.2.1.
  • Process Analysis
  • Strategic Business Process Architecture (SBPA) Methodology
  • Sandra Furterer
  • 2.4.2.2.
  • Waste Analysis
  • Sandra Furterer
  • 2.4.2.3.
  • 5S Analysis
  • Sandra Furterer
  • 2.4.2.4.
  • Kaizen
  • Sandra Furterer
  • Sandra Furterer
  • 2.4.2.5.
  • Failure Mode and Effect Analysis (FMEA)
  • Sandra Furterer
  • 2.4.2.6.
  • Correlation Analysis
  • Sandra Furterer
  • 2.4.2.7.
  • Linear Regression Analysis
  • Sandra Furterer
  • 2.4.2.8.
  • 1.4.1.
  • Confidence Intervals
  • Sandra Furterer
  • 2.4,2.9.
  • Hypothesis Testing
  • Sandra Furterer
  • 2.4.2.10.
  • ANOVA (Analysis of Variance)
  • Sandra Furterer
  • 2.4.2.11.
  • Customer Survey Analysis
  • Phase I, Enterprise Planning
  • Sandra Furterer
  • 2.4.3.
  • Develop Process Capability
  • Sandra Furterer
  • 2.4.3.1.
  • DPMO
  • Sandra Furterer
  • 2.4.3.2.
  • Process Capability Study
  • Sandra Furterer
  • Machine generated contents note:
  • Sandra Furterer
  • 2.5.
  • Improve Phase
  • Sandra Furterer
  • 2.5.1.
  • Identify Improvement Recommendations
  • Sandra Furterer
  • 2.5.1.1.
  • Quality Function Deployment (Revised)
  • Sandra Furterer
  • 2.5.1.2.
  • 1.4.1.1.
  • Recommendations for Improvement
  • Sandra Furterer
  • 2.5.1.3.
  • Action Plan
  • Sandra Furterer
  • 2.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 2.5.2.1.
  • Cost/Benefit Analysis
  • Elicit Business Strategies
  • Sandra Furterer
  • 2.5.2.2.
  • Cost of Poor Quality
  • Sandra Furterer
  • 2.5.3.
  • Design Future State
  • Sandra Furterer
  • 2.5.3.1.
  • Future State Process Map
  • Sandra Furterer
  • Sandra Furterer
  • 2.5.3.2.
  • Design of Experiments (DOE)
  • Sandra Furterer
  • 2.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 2.5.4.1.
  • Dashboards/Scorecards
  • Sandra Furterer
  • 2.5.4.2.
  • 1.4.1.2.
  • Revised VOP Matrix
  • Sandra Furterer
  • 2.5.5.
  • Gain Approval to Implement, Then Implement
  • Sandra Furterer
  • 2.5.6.
  • Train and Execute
  • Sandra Furterer
  • 2.6.
  • Control Phase
  • Plan Strategic Business Process Architecture
  • Sandra Furterer
  • 2.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 2.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 2.6.2.1.
  • Mistake Proofing
  • Sandra Furterer
  • Sandra Furterer
  • 2.6.2.2.
  • Statistical Process Control (SPC) Charts
  • Sandra Furterer
  • 2.6.3.
  • Apply PDCA Process
  • Sandra Furterer
  • 2.6.4.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 2.6.5.
  • 1.4.1.3.
  • Develop Future Plans
  • Sandra Furterer
  • 2.7.
  • Summary
  • Sandra Furterer
  • References
  • Sandra Furterer
  • Bibliography
  • Sandra Furterer
  • 3.1.
  • Define Purpose/Scope of Strategic Business Process Architecture Engagements
  • Introduction
  • Sandra Furterer
  • 3.2.
  • Define Phase
  • Sandra Furterer
  • 3.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 3.2.1.1.
  • Project Charter
  • Sandra Furterer
  • Sandra Furterer
  • 3.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • 3.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 3.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 1.1.
  • 1.4.2.
  • 3.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 3.2.4.1.
  • Rules of Engagement
  • Sandra Furterer
  • 3.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 3.3.
  • Phase II, Strategic Business Process Architecture Modeling
  • Measure Phase
  • Sandra Furterer
  • 3.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 3.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 3.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • Sandra Furterer
  • 3.3.3.1.
  • Process Throughput and Time Metrics
  • Sandra Furterer
  • 3.3.3.2.
  • Patient Volume Metrics
  • Sandra Furterer
  • 3.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 1.4.2.1.
  • 3.4.
  • Analyze Phase
  • Sandra Furterer
  • 3.4.1.
  • Develop Cause and Effect Relationships and Determine and Validate Root Causes
  • Sandra Furterer
  • 3.4.1.1.
  • Patient Demographics
  • Sandra Furterer
  • 3.4.1.2.
  • Create/Validate Current State
  • Statistical Analysis
  • Sandra Furterer
  • 3.4.1.3.
  • Graphical Analysis
  • Sandra Furterer
  • 3.4.1.4.
  • Takt Time, Identifying Constraints/Bottlenecks and System Capacity
  • Sandra Furterer
  • 3.4.2.
  • Develop Process Capability
  • Sandra Furterer
  • Sandra Furterer
  • 3.4.2.1.
  • Cause and Effect Analysis
  • Sandra Furterer
  • 3.5.
  • Improve Phase
  • Sandra Furterer
  • 3.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 1.4.2.2.
  • 3.5.1.1.
  • Hospital Bed Assignment
  • Sandra Furterer
  • 3.5.1.2.
  • Triage and Waiting Room
  • Sandra Furterer
  • 3.5.1.3.
  • Admitting Physician Call Out and Callback
  • Sandra Furterer
  • 3.5.1.4.
  • Create Future State
  • Patient Transport
  • Sandra Furterer
  • 3.5.1.5.
  • Patient Flow
  • Sandra Furterer
  • 3.5.1.6.
  • Minor Care Staffing
  • Sandra Furterer
  • 3.5.1.7.
  • Diagnostic Tests
  • Sandra Furterer
  • Sandra Furterer
  • 3.5.1.8.
  • ED and Floor Reporting Process
  • Sandra Furterer
  • 3.5.1.9.
  • Discharge Process
  • Sandra Furterer
  • 3.5.1.10.
  • Dashboards, Metrics, and Performance Monitoring
  • Sandra Furterer
  • 1.4.2.3.
  • 3.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 3.5.3.
  • Design Future State
  • Sandra Furterer
  • 3.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 3.5.5.
  • Introduction
  • Identify Gaps and Optimize
  • Pilot Improvements
  • Sandra Furterer
  • 3.5.6.
  • Train and Execute
  • Sandra Furterer
  • 3.5.6.1.
  • Hypothesis Test
  • Sandra Furterer
  • 3.5.6.2.
  • Patient Satisfaction
  • Sandra Furterer
  • Sandra Furterer
  • 3.6.
  • Control Phase
  • Sandra Furterer
  • 3.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 3.6.1.1.
  • Change Management
  • Sandra Furterer
  • 1.4.3.
  • 3.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 3.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 3.6.4.
  • Develop Future Plans
  • Sandra Furterer
  • 3.7.
  • Lean Six Sigma
  • Conclusions
  • Sandra Furterer
  • 3.7.1.
  • Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • Reference
  • Sandra Furterer
  • 4.1.
  • Sandra Furterer
  • Introduction
  • Sandra Furterer
  • 4.1.1.
  • Lean Six Sigma Project for OR Turnaround and On-Time Starts of Cases
  • Sandra Furterer
  • 4.2.
  • Define Phase
  • Sandra Furterer
  • 4.2.1.
  • Develop Project Charter
  • 1.5.
  • Sandra Furterer
  • 4.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • 4.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 4.2.3.
  • Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • Conclusions
  • 4.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 4.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 4.2.6.
  • Rules of Engagement
  • Sandra Furterer
  • 4.3.
  • Sandra Furterer
  • Measure Phase
  • Sandra Furterer
  • 4.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 4.3.1.1.
  • Data Collection Plan
  • Sandra Furterer
  • 4.3.1.2.
  • OR Turnaround Time
  • References
  • Sandra Furterer
  • 4.3.1.3.
  • On Time Starts (of Cases)
  • Sandra Furterer
  • 4.3.1.4.
  • Delays Impacting Turnaround Time and On-Time Starts of Cases
  • Sandra Furterer
  • 4.3.1.5.
  • Associate Satisfaction
  • Sandra Furterer
  • Sandra Furterer
  • 4.3.1.6.
  • Productivity
  • Sandra Furterer --
  • Sandra Furterer
  • 2.1.
  • Lean Six Sigma Overview
  • Sandra Furterer
  • 2.1.1.
  • Lean Six Sigma Applications in Private Industry
  • Sandra Furterer
  • 2.2.
  • Define Phase
  • Sandra Furterer
  • 2.2.1.
  • 1.2.
  • Develop Project Charter
  • Sandra Furterer
  • 2.2.1.1.
  • S1POC (Suppliers-Input-Process-Output-Customer)
  • Sandra Furterer
  • 2.2.1.2.
  • High-Level Process Map
  • Sandra Furterer
  • 2.2.2.
  • Perform Stakeholder Analysis
  • Underlying Concepts Evolving to Business Architecture
  • Sandra Furterer
  • 2.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 2.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 2.2.5.
  • Create Project Plan
  • Sandra Furterer
  • Sandra Furterer
  • 2.2.5.1.
  • Team Meeting Management
  • Sandra Furterer
  • 2.2.6.
  • Summary
  • Sandra Furterer
  • 2.3.
  • Measure Phase
  • Sandra Furterer
  • 2.3.1.
  • 1.3.
  • Define the Current Process
  • Sandra Furterer
  • 2.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 2.3.2.1.
  • Customer Surveys
  • Sandra Furterer
  • 2.3.2.2.
  • Focus Groups
  • Turnaround Times
  • Develop Future Plans
  • Sandra Furterer
  • 4.6.5.
  • Summary and Project-Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • Reference
  • Sandra Furterer
  • 5.1.
  • Sandra Furterer
  • Introduction
  • Sandra Furterer
  • 5.2.
  • Define Phase
  • Sandra Furterer
  • 5.2.1.
  • Stakeholder Analysis
  • Sandra Furterer
  • 5.2.2.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • 4.3.3.2.
  • Sandra Furterer
  • 5.2.3.
  • Project Kickoff
  • Sandra Furterer
  • 5.3.
  • Measure Phase
  • Sandra Furterer
  • 5.4.
  • Analyze Phase
  • Sandra Furterer
  • On Time Starts
  • 5.4.1.
  • Straighten
  • Sandra Furterer
  • 5.4.2.
  • Shine
  • Sandra Furterer
  • 5.5.
  • Improve Phase
  • Sandra Furterer
  • 5.6.
  • Sandra Furterer
  • Control Phase
  • Sandra Furterer
  • 5.6.1.
  • Create 55 Committee
  • Sandra Furterer
  • 5.6.2.
  • Create Audit Control Plan and Schedule
  • Sandra Furterer
  • 5.6.3.
  • Periodic Spring Cleaning Schedule
  • 4.3.3.3.
  • Sandra Furterer
  • 5.6.4.
  • Assess Improvement
  • Sandra Furterer
  • 5.7.
  • Conclusions
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • 6.1.
  • Delay Reasons
  • Introduction
  • Laura H. Ikuma
  • Theresa Garcia
  • Isabelina Nahmens
  • 6.2.
  • Intensive Care Unit (ICU)
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.3.
  • Sandra Furterer
  • Outpatient Infusion
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.4.
  • Medical/Surgical Unit (Med/Surg)
  • Isabelina Nahmens
  • Theresa Garcia
  • Laura H. Ikuma
  • 6.5.
  • 4.3.4.
  • Central Supply
  • Laura H. Ikuma
  • Isabelina Nahmens
  • Theresa Garcia
  • 6.6.
  • Histology Lab
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.7.
  • Validate Measurement System
  • Do 5S results last? Evaluating the 5th S[— ]"Sustain"
  • Theresa Garcia
  • Isabelina Nahmens
  • Laura H. Ikuma
  • 6.8.
  • Benefits and Words of Caution in Using 5S
  • Theresa Garcia
  • Laura H. Ikuma
  • Isabelina Nahmens
  • 6.9.
  • Contents note continued:
  • Sandra Furterer
  • Conclusions
  • Laura H. Ikuma
  • Theresa Garcia
  • Isabelina Nahmens
  • Acknowledgments
  • Isabelina Nahmens
  • Theresa Garcia
  • Laura H. Ikuma
  • 7.1.
  • Introduction
  • 4.4.
  • Sandra Furterer
  • 7.2.
  • Define Phase
  • Sandra Furterer
  • 7.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 7.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Analyze Phase
  • 7.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 7.2.3.
  • identify Critical to Satisfaction
  • Sandra Furterer
  • 7.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 7.2.5.
  • Sandra Furterer
  • Create Project Plan
  • Sandra Furterer
  • 7.3.
  • Measure Phase
  • Sandra Furterer
  • 7.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 7.3.1.1.
  • Operational Definitions of the Metrics
  • 4.4.1.
  • Sandra Furterer
  • 7.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 7.3.3.
  • Define the Voice of Process ( VOP) and Current Performance
  • Sandra Furterer
  • 7.4.
  • Analyze Phase
  • Sandra Furterer
  • Develop Cause and Effect Relationships
  • 7.4.1.
  • Develop Cause and Effect Relationships and Determine and Validate Root Causes
  • Sandra Furterer
  • 7.5.
  • Improve Phase.
  • Sandra Furterer
  • 7.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 7.5.2.
  • Sandra Furterer
  • Design Future State
  • Sandra Furterer
  • 7.5.2.1.
  • Guidelines to Order a Chest CT Angiogram: (Institute for Clinical Systems Improvement 2009)
  • Sandra Furterer
  • 7.5.2.2.
  • Guidelines for Abdominal CT Scans and Abdominal Imaging: (Lameris et al. 2009; Stoker 2009)
  • Sandra Furterer
  • 7.5.2.3.
  • Guidelines for Cervical Spine Imaging
  • 4.4.2.
  • Sandra Furterer
  • 7.5.2.4.
  • Guidelines for Imaging Patients presenting to the ED with suspected Renal Colic: (Baumgarten 2007; Katz 2006)
  • Sandra Furterer
  • 7.5.2.5.
  • Orbital CT/Facial Bones Sinus Imaging Recommendations
  • Sandra Furterer
  • 7.5.2.6.
  • Guidelines LS Spine Imaging
  • Sandra Furterer
  • Determine and Validate Root Causes
  • 7.5.3.
  • Pilot Improvements
  • Sandra Furterer
  • 7.5.4.
  • Training and Execute
  • Sandra Furterer
  • 7.6.
  • Control Phase
  • Sandra Furterer
  • 7.6.1.
  • Sandra Furterer
  • Measure Results and Manage Change
  • Sandra Furterer
  • 7.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 7.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 7.6.4.
  • Develop Future Plans
  • 4.3.2.
  • 4.4.3.
  • Sandra Furterer
  • 7.7.
  • Conclusions and Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 8.1.
  • Introduction
  • Develop Process Capability
  • Sandra Furterer
  • 8.2.
  • Define Phase
  • Sandra Furterer
  • 8.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 8.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Sandra Furterer
  • 8.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 8.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 8.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 8.2.5.
  • 4.5.
  • Create Project Plan
  • Sandra Furterer
  • 8.2.5.1.
  • Project Milestones
  • Sandra Furterer
  • 8.3.
  • Measure Phase
  • Sandra Furterer
  • 8.3.1.
  • Define the Current Process
  • Improve Phase
  • Sandra Furterer
  • 8.3.1.1.
  • Order Linen
  • Sandra Furterer
  • 8.3.1.2.
  • Replenish Linen
  • Sandra Furterer
  • 8.3.1.3.
  • Receive Linen and Return Soiled Linen
  • Sandra Furterer
  • Sandra Furterer
  • 8.3.1.4.
  • Use Linen and Collect Soiled Linen
  • Sandra Furterer
  • 8.3.1.5.
  • Patient Floors
  • Sandra Furterer
  • 8.3.1.6.
  • Process Dirty Linen at CSI Linen Service Provider
  • Sandra Furterer
  • 8.3.1.7.
  • 4.5.1.
  • Data Collection Plan
  • Sandra Furterer
  • 8.3.1.8.
  • Soil to Clean Ratio
  • Sandra Furterer
  • 8.3.1.9.
  • Pounds per Adjusted Patient Days
  • Sandra Furterer
  • 8.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 8.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • 8.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 8.4.
  • Analyze Phase
  • Sandra Furterer
  • Sandra Furterer
  • 8.4.1.
  • Develop Cause and Effect Relationships and Validate Causes
  • Sandra Furterer
  • 8.4.2.
  • Summary of Root Causes
  • Sandra Furterer
  • 8.4.3.
  • Develop Process Capability
  • Sandra Furterer
  • 8.4.3.1.
  • 4.5.1.1.
  • Pounds per Adjusted Patient Days
  • Sandra Furterer
  • 8.4.3.2.
  • Linen Usage
  • Sandra Furterer
  • 8.4.3.3.
  • Soiled versus Clean Linen Pounds
  • Sandra Furterer
  • 8.4.3.4.
  • Summary
  • Define Detailed Voice of Customer (VOC)
  • OR Turnaround
  • Sandra Furterer
  • 8.5.
  • Improve Phase
  • Sandra Furterer
  • 8.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 8.5.1.1.
  • Linen Not Secure
  • Sandra Furterer
  • Sandra Furterer
  • 8.5.1.2.
  • Measurement
  • Sandra Furterer
  • 8.5.1.3.
  • Linen/Scrubs "Walking Out" of the Hospital
  • Sandra Furterer
  • 8.5.1.4.
  • Linen Return
  • Sandra Furterer
  • 8.5.1.5.
  • 4.5.1.2.
  • Retained Linen
  • Sandra Furterer
  • 8.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 8.5.3.
  • Design Future State
  • Sandra Furterer
  • 8.5.4.
  • Establish Performance Targets and Project Scorecard
  • Improvement Plan OR Turnaround and On Time Starts
  • Sandra Furterer
  • 8.5.5.
  • Pilot Improvements
  • Sandra Furterer
  • 8.5.6.
  • Train and Execute
  • Sandra Furterer
  • 8.6.
  • Control Phase
  • Sandra Furterer
  • Sandra Furterer
  • 8.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 8.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 8.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 8.6.4.
  • 4.5.2.
  • Develop Future Plans
  • Sandra Furterer
  • 8.7.
  • Summary and Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 9.1.
  • Perform Cost/Benefit Analysis
  • Introduction
  • Sandra Furterer
  • 9.2.
  • Define Phase
  • Sandra Furterer
  • 9.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 9.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Sandra Furterer
  • 9.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 9.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 9.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 4.5.3.
  • 9.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 9.3.
  • Measure Phase
  • Sandra Furterer --
  • Design Future State
  • Sandra Furterer
  • Sandra Furterer
  • 4.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 4.5.5.
  • Pilot Improvements
  • Sandra Furterer
  • 4.5.5.1.
  • Process Standardization and Improvement
  • Sandra Furterer
  • 4.3.3.
  • 4.5.5.2.
  • Organize the OR (5S)
  • Sandra Furterer
  • 4.5.5.3.
  • People, Skills, Competencies, and Evaluation
  • Sandra Furterer
  • 4.5.5.4.
  • Instruments
  • Sandra Furterer
  • 4.5.5.5.
  • Define the Voice of Process (VOP) and Current Performance
  • Metrics and Flow Control
  • Sandra Furterer
  • 4.5.5.6.
  • Flow Control Board[— ]A Major Breakthrough
  • Sandra Furterer
  • 4.5.6.
  • Train and Execute
  • Sandra Furterer
  • 4.6.
  • Control Phase
  • Sandra Furterer
  • Sandra Furterer
  • 4.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 4.6.1.1.
  • On-Time Starts
  • Sandra Furterer
  • 4.6.1.2.
  • Turnaround Time
  • Sandra Furterer
  • 4.3.3.1.
  • 4.6.1.3.
  • Change Management
  • Sandra Furterer
  • 4.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 4.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 4.6.4.
  • Mortality Rate of Sepsis Patients
  • 10.2.2.
  • Enterprise View
  • Sandra Furterer
  • 10.2.3.
  • Customer Focus
  • Sandra Furterer
  • 10.2.4.
  • Culture and Change Management
  • Sandra Furterer
  • 10.2.5.
  • Sandra Furterer
  • Teamwork and Engagement
  • Sandra Furterer
  • 10.2.6.
  • Infrastructure and Methodology
  • Sandra Furterer
  • 10.2.7.
  • Quality and Lean Tools
  • Sandra Furterer
  • 10.2.8.
  • Measurement (Metrics)
  • 9.3.1.3.
  • Sandra Furterer
  • 10.3.
  • Conclusions
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 11.1.
  • Information Technology That Enables Processes, Services, and Measurement
  • Sandra Furterer
  • 11.2.
  • Time to Identify Patients with Sepsis
  • New and Varied Problem Solving Approaches
  • Sandra Furterer
  • 11.3.
  • Process Innovation through Design for Six Sigma and TRIZ
  • Sandra Furterer
  • 11.4.
  • Customer Focus and Engagement[— ]Voice of the Customer and Quality Function Deployment
  • Sandra Furterer
  • 11.4.1.
  • Teamwork and Engagement
  • Sandra Furterer
  • Sandra Furterer
  • 11.4.2.
  • Quality Management System
  • Sandra Furterer
  • 11.5.
  • Conclusions
  • Sandra Furterer
  • Bibliography
  • Sandra Furterer
  • 9.3.1.4.
  • Time to Treatment
  • Sandra Furterer
  • 9.3.1.5.
  • Percent of Patients Receiving Sepsis Protocols
  • Contents note continued:
  • Sandra Furterer
  • 9.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 9.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • 9.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 9.3.1.
  • 9.4.
  • Analyze Phase
  • Sandra Furterer
  • 9.4.1.
  • Develop Cause and Effect Relationships and Validate Causes
  • Sandra Furterer
  • 9.4.1.1.
  • Summary of Root Causes
  • Sandra Furterer
  • 9.4.2.
  • Define the Current Process
  • Develop Process Capability
  • Sandra Furterer
  • 9.4.2.1.
  • Time to Identify Patient with Sepsis (Time to ED Disposition)
  • Sandra Furterer
  • 9.4.2.2.
  • Percent of Patients Receiving Sepsis Protocols
  • Sandra Furterer
  • 9.4.2.3.
  • Sepsis Mortality Rate
  • Sandra Furterer
  • Sandra Furterer
  • 9.4.3.
  • Summary
  • Sandra Furterer
  • 9.5.
  • Improve Phase
  • Sandra Furterer
  • 9.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 9.3.1.1.
  • 9.5.2.
  • Design Future State
  • Sandra Furterer
  • 9.5.3.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 9.5.4.
  • Pilot Improvements, and Train and Execute
  • Sandra Furterer
  • 9.6.
  • Data Collection Plan
  • Control Phase
  • Sandra Furterer
  • 9.6.1.
  • Measure Results and Management Change
  • Sandra Furterer
  • 9.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 9.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • Sandra Furterer
  • 9.6.4.
  • Develop Future Plans
  • Sandra Furterer
  • 9.7.
  • Summary and Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • 9.3.1.2.
  • Sandra Furterer
  • 10.1.
  • Introduction
  • Sandra Furterer
  • 10.2.
  • Key Components
  • Sandra Furterer
  • 10.2.1.
  • Value and Strategic Alignment
  • Sandra Furterer
Dimensions
24 cm.
Extent
xv, 315 p.
Isbn
9781439837603
Isbn Type
(hardcover : alk. paper)
Lccn
2011032716
Other physical details
ill.
System control number
  • (CaMWU)u2856374-01umb_inst
  • 2683828
  • (Sirsi) i9781439837603
  • (OCoLC)475450865
Label
Lean Six Sigma for the healthcare enterprise : methods, tools, and applications, edited by Sandra L. Furterer
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • Business Architecture
  • Sandra Furterer
  • 2.3.2.3.
  • Data Collection Plan
  • Sandra Furterer
  • 2.3.2.4.
  • Quality Function Deployment
  • Sandra Furterer
  • 2.3.3.
  • Define the Voice of the Process (VOP) and Current Performance
  • Sandra Furterer
  • Sandra Furterer
  • 2.3.3.1.
  • VOP Matrix
  • Sandra Furterer
  • 2.3.3.2.
  • Pareto Chart
  • Sandra Furterer
  • 2.3.3.3.
  • Benchmarking
  • Sandra Furterer
  • 2.3.3.4.
  • 1.3.1.
  • Check Sheet
  • Sandra Furterer
  • 2.3.3.5.
  • Histogram
  • Sandra Furterer
  • 2.3.3.6.
  • Statistics
  • Sandra Furterer
  • 2.3.4.
  • Validate the Measurement System
  • Business Architecture Elements
  • Sandra Furterer
  • 2.3.4.1.
  • Measurement Systems Analysis
  • Sandra Furterer
  • 2.3.5.
  • Define the Cost of Poor Quality (COPQ)
  • Sandra Furterer
  • 2.3.5.1.
  • Cost of Poor Quality
  • Sandra Furterer
  • Sandra Furterer
  • 2.4.
  • Analyze Phase
  • Sandra Furterer
  • 2.4.1.
  • Develop Cause and Effect Relationships
  • Sandra Furterer
  • 2.4.1.1.
  • Cause and Effect Diagram
  • Sandra Furterer
  • 2.4.1.2.
  • 1.4.
  • Cause and Effect Matrix
  • Sandra Furterer
  • 2.4.1.3.
  • Why[— ]Why Diagram
  • Sandra Furterer
  • 2.4.2.
  • Determine and Validate Root Causes
  • Sandra Furterer
  • 2.4.2.1.
  • Process Analysis
  • Strategic Business Process Architecture (SBPA) Methodology
  • Sandra Furterer
  • 2.4.2.2.
  • Waste Analysis
  • Sandra Furterer
  • 2.4.2.3.
  • 5S Analysis
  • Sandra Furterer
  • 2.4.2.4.
  • Kaizen
  • Sandra Furterer
  • Sandra Furterer
  • 2.4.2.5.
  • Failure Mode and Effect Analysis (FMEA)
  • Sandra Furterer
  • 2.4.2.6.
  • Correlation Analysis
  • Sandra Furterer
  • 2.4.2.7.
  • Linear Regression Analysis
  • Sandra Furterer
  • 2.4.2.8.
  • 1.4.1.
  • Confidence Intervals
  • Sandra Furterer
  • 2.4,2.9.
  • Hypothesis Testing
  • Sandra Furterer
  • 2.4.2.10.
  • ANOVA (Analysis of Variance)
  • Sandra Furterer
  • 2.4.2.11.
  • Customer Survey Analysis
  • Phase I, Enterprise Planning
  • Sandra Furterer
  • 2.4.3.
  • Develop Process Capability
  • Sandra Furterer
  • 2.4.3.1.
  • DPMO
  • Sandra Furterer
  • 2.4.3.2.
  • Process Capability Study
  • Sandra Furterer
  • Machine generated contents note:
  • Sandra Furterer
  • 2.5.
  • Improve Phase
  • Sandra Furterer
  • 2.5.1.
  • Identify Improvement Recommendations
  • Sandra Furterer
  • 2.5.1.1.
  • Quality Function Deployment (Revised)
  • Sandra Furterer
  • 2.5.1.2.
  • 1.4.1.1.
  • Recommendations for Improvement
  • Sandra Furterer
  • 2.5.1.3.
  • Action Plan
  • Sandra Furterer
  • 2.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 2.5.2.1.
  • Cost/Benefit Analysis
  • Elicit Business Strategies
  • Sandra Furterer
  • 2.5.2.2.
  • Cost of Poor Quality
  • Sandra Furterer
  • 2.5.3.
  • Design Future State
  • Sandra Furterer
  • 2.5.3.1.
  • Future State Process Map
  • Sandra Furterer
  • Sandra Furterer
  • 2.5.3.2.
  • Design of Experiments (DOE)
  • Sandra Furterer
  • 2.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 2.5.4.1.
  • Dashboards/Scorecards
  • Sandra Furterer
  • 2.5.4.2.
  • 1.4.1.2.
  • Revised VOP Matrix
  • Sandra Furterer
  • 2.5.5.
  • Gain Approval to Implement, Then Implement
  • Sandra Furterer
  • 2.5.6.
  • Train and Execute
  • Sandra Furterer
  • 2.6.
  • Control Phase
  • Plan Strategic Business Process Architecture
  • Sandra Furterer
  • 2.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 2.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 2.6.2.1.
  • Mistake Proofing
  • Sandra Furterer
  • Sandra Furterer
  • 2.6.2.2.
  • Statistical Process Control (SPC) Charts
  • Sandra Furterer
  • 2.6.3.
  • Apply PDCA Process
  • Sandra Furterer
  • 2.6.4.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 2.6.5.
  • 1.4.1.3.
  • Develop Future Plans
  • Sandra Furterer
  • 2.7.
  • Summary
  • Sandra Furterer
  • References
  • Sandra Furterer
  • Bibliography
  • Sandra Furterer
  • 3.1.
  • Define Purpose/Scope of Strategic Business Process Architecture Engagements
  • Introduction
  • Sandra Furterer
  • 3.2.
  • Define Phase
  • Sandra Furterer
  • 3.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 3.2.1.1.
  • Project Charter
  • Sandra Furterer
  • Sandra Furterer
  • 3.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • 3.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 3.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 1.1.
  • 1.4.2.
  • 3.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 3.2.4.1.
  • Rules of Engagement
  • Sandra Furterer
  • 3.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 3.3.
  • Phase II, Strategic Business Process Architecture Modeling
  • Measure Phase
  • Sandra Furterer
  • 3.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 3.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 3.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • Sandra Furterer
  • 3.3.3.1.
  • Process Throughput and Time Metrics
  • Sandra Furterer
  • 3.3.3.2.
  • Patient Volume Metrics
  • Sandra Furterer
  • 3.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 1.4.2.1.
  • 3.4.
  • Analyze Phase
  • Sandra Furterer
  • 3.4.1.
  • Develop Cause and Effect Relationships and Determine and Validate Root Causes
  • Sandra Furterer
  • 3.4.1.1.
  • Patient Demographics
  • Sandra Furterer
  • 3.4.1.2.
  • Create/Validate Current State
  • Statistical Analysis
  • Sandra Furterer
  • 3.4.1.3.
  • Graphical Analysis
  • Sandra Furterer
  • 3.4.1.4.
  • Takt Time, Identifying Constraints/Bottlenecks and System Capacity
  • Sandra Furterer
  • 3.4.2.
  • Develop Process Capability
  • Sandra Furterer
  • Sandra Furterer
  • 3.4.2.1.
  • Cause and Effect Analysis
  • Sandra Furterer
  • 3.5.
  • Improve Phase
  • Sandra Furterer
  • 3.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 1.4.2.2.
  • 3.5.1.1.
  • Hospital Bed Assignment
  • Sandra Furterer
  • 3.5.1.2.
  • Triage and Waiting Room
  • Sandra Furterer
  • 3.5.1.3.
  • Admitting Physician Call Out and Callback
  • Sandra Furterer
  • 3.5.1.4.
  • Create Future State
  • Patient Transport
  • Sandra Furterer
  • 3.5.1.5.
  • Patient Flow
  • Sandra Furterer
  • 3.5.1.6.
  • Minor Care Staffing
  • Sandra Furterer
  • 3.5.1.7.
  • Diagnostic Tests
  • Sandra Furterer
  • Sandra Furterer
  • 3.5.1.8.
  • ED and Floor Reporting Process
  • Sandra Furterer
  • 3.5.1.9.
  • Discharge Process
  • Sandra Furterer
  • 3.5.1.10.
  • Dashboards, Metrics, and Performance Monitoring
  • Sandra Furterer
  • 1.4.2.3.
  • 3.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 3.5.3.
  • Design Future State
  • Sandra Furterer
  • 3.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 3.5.5.
  • Introduction
  • Identify Gaps and Optimize
  • Pilot Improvements
  • Sandra Furterer
  • 3.5.6.
  • Train and Execute
  • Sandra Furterer
  • 3.5.6.1.
  • Hypothesis Test
  • Sandra Furterer
  • 3.5.6.2.
  • Patient Satisfaction
  • Sandra Furterer
  • Sandra Furterer
  • 3.6.
  • Control Phase
  • Sandra Furterer
  • 3.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 3.6.1.1.
  • Change Management
  • Sandra Furterer
  • 1.4.3.
  • 3.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 3.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 3.6.4.
  • Develop Future Plans
  • Sandra Furterer
  • 3.7.
  • Lean Six Sigma
  • Conclusions
  • Sandra Furterer
  • 3.7.1.
  • Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • Reference
  • Sandra Furterer
  • 4.1.
  • Sandra Furterer
  • Introduction
  • Sandra Furterer
  • 4.1.1.
  • Lean Six Sigma Project for OR Turnaround and On-Time Starts of Cases
  • Sandra Furterer
  • 4.2.
  • Define Phase
  • Sandra Furterer
  • 4.2.1.
  • Develop Project Charter
  • 1.5.
  • Sandra Furterer
  • 4.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • 4.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 4.2.3.
  • Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • Conclusions
  • 4.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 4.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 4.2.6.
  • Rules of Engagement
  • Sandra Furterer
  • 4.3.
  • Sandra Furterer
  • Measure Phase
  • Sandra Furterer
  • 4.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 4.3.1.1.
  • Data Collection Plan
  • Sandra Furterer
  • 4.3.1.2.
  • OR Turnaround Time
  • References
  • Sandra Furterer
  • 4.3.1.3.
  • On Time Starts (of Cases)
  • Sandra Furterer
  • 4.3.1.4.
  • Delays Impacting Turnaround Time and On-Time Starts of Cases
  • Sandra Furterer
  • 4.3.1.5.
  • Associate Satisfaction
  • Sandra Furterer
  • Sandra Furterer
  • 4.3.1.6.
  • Productivity
  • Sandra Furterer --
  • Sandra Furterer
  • 2.1.
  • Lean Six Sigma Overview
  • Sandra Furterer
  • 2.1.1.
  • Lean Six Sigma Applications in Private Industry
  • Sandra Furterer
  • 2.2.
  • Define Phase
  • Sandra Furterer
  • 2.2.1.
  • 1.2.
  • Develop Project Charter
  • Sandra Furterer
  • 2.2.1.1.
  • S1POC (Suppliers-Input-Process-Output-Customer)
  • Sandra Furterer
  • 2.2.1.2.
  • High-Level Process Map
  • Sandra Furterer
  • 2.2.2.
  • Perform Stakeholder Analysis
  • Underlying Concepts Evolving to Business Architecture
  • Sandra Furterer
  • 2.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 2.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 2.2.5.
  • Create Project Plan
  • Sandra Furterer
  • Sandra Furterer
  • 2.2.5.1.
  • Team Meeting Management
  • Sandra Furterer
  • 2.2.6.
  • Summary
  • Sandra Furterer
  • 2.3.
  • Measure Phase
  • Sandra Furterer
  • 2.3.1.
  • 1.3.
  • Define the Current Process
  • Sandra Furterer
  • 2.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 2.3.2.1.
  • Customer Surveys
  • Sandra Furterer
  • 2.3.2.2.
  • Focus Groups
  • Turnaround Times
  • Develop Future Plans
  • Sandra Furterer
  • 4.6.5.
  • Summary and Project-Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • Reference
  • Sandra Furterer
  • 5.1.
  • Sandra Furterer
  • Introduction
  • Sandra Furterer
  • 5.2.
  • Define Phase
  • Sandra Furterer
  • 5.2.1.
  • Stakeholder Analysis
  • Sandra Furterer
  • 5.2.2.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • 4.3.3.2.
  • Sandra Furterer
  • 5.2.3.
  • Project Kickoff
  • Sandra Furterer
  • 5.3.
  • Measure Phase
  • Sandra Furterer
  • 5.4.
  • Analyze Phase
  • Sandra Furterer
  • On Time Starts
  • 5.4.1.
  • Straighten
  • Sandra Furterer
  • 5.4.2.
  • Shine
  • Sandra Furterer
  • 5.5.
  • Improve Phase
  • Sandra Furterer
  • 5.6.
  • Sandra Furterer
  • Control Phase
  • Sandra Furterer
  • 5.6.1.
  • Create 55 Committee
  • Sandra Furterer
  • 5.6.2.
  • Create Audit Control Plan and Schedule
  • Sandra Furterer
  • 5.6.3.
  • Periodic Spring Cleaning Schedule
  • 4.3.3.3.
  • Sandra Furterer
  • 5.6.4.
  • Assess Improvement
  • Sandra Furterer
  • 5.7.
  • Conclusions
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • 6.1.
  • Delay Reasons
  • Introduction
  • Laura H. Ikuma
  • Theresa Garcia
  • Isabelina Nahmens
  • 6.2.
  • Intensive Care Unit (ICU)
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.3.
  • Sandra Furterer
  • Outpatient Infusion
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.4.
  • Medical/Surgical Unit (Med/Surg)
  • Isabelina Nahmens
  • Theresa Garcia
  • Laura H. Ikuma
  • 6.5.
  • 4.3.4.
  • Central Supply
  • Laura H. Ikuma
  • Isabelina Nahmens
  • Theresa Garcia
  • 6.6.
  • Histology Lab
  • Isabelina Nahmens
  • Laura H. Ikuma
  • Theresa Garcia
  • 6.7.
  • Validate Measurement System
  • Do 5S results last? Evaluating the 5th S[— ]"Sustain"
  • Theresa Garcia
  • Isabelina Nahmens
  • Laura H. Ikuma
  • 6.8.
  • Benefits and Words of Caution in Using 5S
  • Theresa Garcia
  • Laura H. Ikuma
  • Isabelina Nahmens
  • 6.9.
  • Contents note continued:
  • Sandra Furterer
  • Conclusions
  • Laura H. Ikuma
  • Theresa Garcia
  • Isabelina Nahmens
  • Acknowledgments
  • Isabelina Nahmens
  • Theresa Garcia
  • Laura H. Ikuma
  • 7.1.
  • Introduction
  • 4.4.
  • Sandra Furterer
  • 7.2.
  • Define Phase
  • Sandra Furterer
  • 7.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 7.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Analyze Phase
  • 7.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 7.2.3.
  • identify Critical to Satisfaction
  • Sandra Furterer
  • 7.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 7.2.5.
  • Sandra Furterer
  • Create Project Plan
  • Sandra Furterer
  • 7.3.
  • Measure Phase
  • Sandra Furterer
  • 7.3.1.
  • Define the Current Process
  • Sandra Furterer
  • 7.3.1.1.
  • Operational Definitions of the Metrics
  • 4.4.1.
  • Sandra Furterer
  • 7.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 7.3.3.
  • Define the Voice of Process ( VOP) and Current Performance
  • Sandra Furterer
  • 7.4.
  • Analyze Phase
  • Sandra Furterer
  • Develop Cause and Effect Relationships
  • 7.4.1.
  • Develop Cause and Effect Relationships and Determine and Validate Root Causes
  • Sandra Furterer
  • 7.5.
  • Improve Phase.
  • Sandra Furterer
  • 7.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 7.5.2.
  • Sandra Furterer
  • Design Future State
  • Sandra Furterer
  • 7.5.2.1.
  • Guidelines to Order a Chest CT Angiogram: (Institute for Clinical Systems Improvement 2009)
  • Sandra Furterer
  • 7.5.2.2.
  • Guidelines for Abdominal CT Scans and Abdominal Imaging: (Lameris et al. 2009; Stoker 2009)
  • Sandra Furterer
  • 7.5.2.3.
  • Guidelines for Cervical Spine Imaging
  • 4.4.2.
  • Sandra Furterer
  • 7.5.2.4.
  • Guidelines for Imaging Patients presenting to the ED with suspected Renal Colic: (Baumgarten 2007; Katz 2006)
  • Sandra Furterer
  • 7.5.2.5.
  • Orbital CT/Facial Bones Sinus Imaging Recommendations
  • Sandra Furterer
  • 7.5.2.6.
  • Guidelines LS Spine Imaging
  • Sandra Furterer
  • Determine and Validate Root Causes
  • 7.5.3.
  • Pilot Improvements
  • Sandra Furterer
  • 7.5.4.
  • Training and Execute
  • Sandra Furterer
  • 7.6.
  • Control Phase
  • Sandra Furterer
  • 7.6.1.
  • Sandra Furterer
  • Measure Results and Manage Change
  • Sandra Furterer
  • 7.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 7.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 7.6.4.
  • Develop Future Plans
  • 4.3.2.
  • 4.4.3.
  • Sandra Furterer
  • 7.7.
  • Conclusions and Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 8.1.
  • Introduction
  • Develop Process Capability
  • Sandra Furterer
  • 8.2.
  • Define Phase
  • Sandra Furterer
  • 8.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 8.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Sandra Furterer
  • 8.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 8.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 8.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 8.2.5.
  • 4.5.
  • Create Project Plan
  • Sandra Furterer
  • 8.2.5.1.
  • Project Milestones
  • Sandra Furterer
  • 8.3.
  • Measure Phase
  • Sandra Furterer
  • 8.3.1.
  • Define the Current Process
  • Improve Phase
  • Sandra Furterer
  • 8.3.1.1.
  • Order Linen
  • Sandra Furterer
  • 8.3.1.2.
  • Replenish Linen
  • Sandra Furterer
  • 8.3.1.3.
  • Receive Linen and Return Soiled Linen
  • Sandra Furterer
  • Sandra Furterer
  • 8.3.1.4.
  • Use Linen and Collect Soiled Linen
  • Sandra Furterer
  • 8.3.1.5.
  • Patient Floors
  • Sandra Furterer
  • 8.3.1.6.
  • Process Dirty Linen at CSI Linen Service Provider
  • Sandra Furterer
  • 8.3.1.7.
  • 4.5.1.
  • Data Collection Plan
  • Sandra Furterer
  • 8.3.1.8.
  • Soil to Clean Ratio
  • Sandra Furterer
  • 8.3.1.9.
  • Pounds per Adjusted Patient Days
  • Sandra Furterer
  • 8.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 8.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • 8.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 8.4.
  • Analyze Phase
  • Sandra Furterer
  • Sandra Furterer
  • 8.4.1.
  • Develop Cause and Effect Relationships and Validate Causes
  • Sandra Furterer
  • 8.4.2.
  • Summary of Root Causes
  • Sandra Furterer
  • 8.4.3.
  • Develop Process Capability
  • Sandra Furterer
  • 8.4.3.1.
  • 4.5.1.1.
  • Pounds per Adjusted Patient Days
  • Sandra Furterer
  • 8.4.3.2.
  • Linen Usage
  • Sandra Furterer
  • 8.4.3.3.
  • Soiled versus Clean Linen Pounds
  • Sandra Furterer
  • 8.4.3.4.
  • Summary
  • Define Detailed Voice of Customer (VOC)
  • OR Turnaround
  • Sandra Furterer
  • 8.5.
  • Improve Phase
  • Sandra Furterer
  • 8.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 8.5.1.1.
  • Linen Not Secure
  • Sandra Furterer
  • Sandra Furterer
  • 8.5.1.2.
  • Measurement
  • Sandra Furterer
  • 8.5.1.3.
  • Linen/Scrubs "Walking Out" of the Hospital
  • Sandra Furterer
  • 8.5.1.4.
  • Linen Return
  • Sandra Furterer
  • 8.5.1.5.
  • 4.5.1.2.
  • Retained Linen
  • Sandra Furterer
  • 8.5.2.
  • Perform Cost/Benefit Analysis
  • Sandra Furterer
  • 8.5.3.
  • Design Future State
  • Sandra Furterer
  • 8.5.4.
  • Establish Performance Targets and Project Scorecard
  • Improvement Plan OR Turnaround and On Time Starts
  • Sandra Furterer
  • 8.5.5.
  • Pilot Improvements
  • Sandra Furterer
  • 8.5.6.
  • Train and Execute
  • Sandra Furterer
  • 8.6.
  • Control Phase
  • Sandra Furterer
  • Sandra Furterer
  • 8.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 8.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 8.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 8.6.4.
  • 4.5.2.
  • Develop Future Plans
  • Sandra Furterer
  • 8.7.
  • Summary and Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 9.1.
  • Perform Cost/Benefit Analysis
  • Introduction
  • Sandra Furterer
  • 9.2.
  • Define Phase
  • Sandra Furterer
  • 9.2.1.
  • Develop Project Charter
  • Sandra Furterer
  • 9.2.2.
  • Perform Stakeholder Analysis
  • Sandra Furterer
  • Sandra Furterer
  • 9.2.2.1.
  • SIPOC (Suppliers-Inputs-Processes-Outputs-Customers)
  • Sandra Furterer
  • 9.2.3.
  • Perform Initial Voice of Customer (VOC) and Identify Critical to Satisfaction (CTS)
  • Sandra Furterer
  • 9.2.4.
  • Select Team and Launch the Project
  • Sandra Furterer
  • 4.5.3.
  • 9.2.5.
  • Create Project Plan
  • Sandra Furterer
  • 9.3.
  • Measure Phase
  • Sandra Furterer --
  • Design Future State
  • Sandra Furterer
  • Sandra Furterer
  • 4.5.4.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 4.5.5.
  • Pilot Improvements
  • Sandra Furterer
  • 4.5.5.1.
  • Process Standardization and Improvement
  • Sandra Furterer
  • 4.3.3.
  • 4.5.5.2.
  • Organize the OR (5S)
  • Sandra Furterer
  • 4.5.5.3.
  • People, Skills, Competencies, and Evaluation
  • Sandra Furterer
  • 4.5.5.4.
  • Instruments
  • Sandra Furterer
  • 4.5.5.5.
  • Define the Voice of Process (VOP) and Current Performance
  • Metrics and Flow Control
  • Sandra Furterer
  • 4.5.5.6.
  • Flow Control Board[— ]A Major Breakthrough
  • Sandra Furterer
  • 4.5.6.
  • Train and Execute
  • Sandra Furterer
  • 4.6.
  • Control Phase
  • Sandra Furterer
  • Sandra Furterer
  • 4.6.1.
  • Measure Results and Manage Change
  • Sandra Furterer
  • 4.6.1.1.
  • On-Time Starts
  • Sandra Furterer
  • 4.6.1.2.
  • Turnaround Time
  • Sandra Furterer
  • 4.3.3.1.
  • 4.6.1.3.
  • Change Management
  • Sandra Furterer
  • 4.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 4.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • 4.6.4.
  • Mortality Rate of Sepsis Patients
  • 10.2.2.
  • Enterprise View
  • Sandra Furterer
  • 10.2.3.
  • Customer Focus
  • Sandra Furterer
  • 10.2.4.
  • Culture and Change Management
  • Sandra Furterer
  • 10.2.5.
  • Sandra Furterer
  • Teamwork and Engagement
  • Sandra Furterer
  • 10.2.6.
  • Infrastructure and Methodology
  • Sandra Furterer
  • 10.2.7.
  • Quality and Lean Tools
  • Sandra Furterer
  • 10.2.8.
  • Measurement (Metrics)
  • 9.3.1.3.
  • Sandra Furterer
  • 10.3.
  • Conclusions
  • Sandra Furterer
  • References
  • Sandra Furterer
  • 11.1.
  • Information Technology That Enables Processes, Services, and Measurement
  • Sandra Furterer
  • 11.2.
  • Time to Identify Patients with Sepsis
  • New and Varied Problem Solving Approaches
  • Sandra Furterer
  • 11.3.
  • Process Innovation through Design for Six Sigma and TRIZ
  • Sandra Furterer
  • 11.4.
  • Customer Focus and Engagement[— ]Voice of the Customer and Quality Function Deployment
  • Sandra Furterer
  • 11.4.1.
  • Teamwork and Engagement
  • Sandra Furterer
  • Sandra Furterer
  • 11.4.2.
  • Quality Management System
  • Sandra Furterer
  • 11.5.
  • Conclusions
  • Sandra Furterer
  • Bibliography
  • Sandra Furterer
  • 9.3.1.4.
  • Time to Treatment
  • Sandra Furterer
  • 9.3.1.5.
  • Percent of Patients Receiving Sepsis Protocols
  • Contents note continued:
  • Sandra Furterer
  • 9.3.2.
  • Define Detailed Voice of Customer (VOC)
  • Sandra Furterer
  • 9.3.3.
  • Define the Voice of Process (VOP) and Current Performance
  • Sandra Furterer
  • 9.3.4.
  • Validate Measurement System
  • Sandra Furterer
  • 9.3.1.
  • 9.4.
  • Analyze Phase
  • Sandra Furterer
  • 9.4.1.
  • Develop Cause and Effect Relationships and Validate Causes
  • Sandra Furterer
  • 9.4.1.1.
  • Summary of Root Causes
  • Sandra Furterer
  • 9.4.2.
  • Define the Current Process
  • Develop Process Capability
  • Sandra Furterer
  • 9.4.2.1.
  • Time to Identify Patient with Sepsis (Time to ED Disposition)
  • Sandra Furterer
  • 9.4.2.2.
  • Percent of Patients Receiving Sepsis Protocols
  • Sandra Furterer
  • 9.4.2.3.
  • Sepsis Mortality Rate
  • Sandra Furterer
  • Sandra Furterer
  • 9.4.3.
  • Summary
  • Sandra Furterer
  • 9.5.
  • Improve Phase
  • Sandra Furterer
  • 9.5.1.
  • Identify Improvement Opportunities and Plans
  • Sandra Furterer
  • 9.3.1.1.
  • 9.5.2.
  • Design Future State
  • Sandra Furterer
  • 9.5.3.
  • Establish Performance Targets and Project Scorecard
  • Sandra Furterer
  • 9.5.4.
  • Pilot Improvements, and Train and Execute
  • Sandra Furterer
  • 9.6.
  • Data Collection Plan
  • Control Phase
  • Sandra Furterer
  • 9.6.1.
  • Measure Results and Management Change
  • Sandra Furterer
  • 9.6.2.
  • Report Scorecard Data and Create Process Control Plan
  • Sandra Furterer
  • 9.6.3.
  • Identify Replication Opportunities
  • Sandra Furterer
  • Sandra Furterer
  • 9.6.4.
  • Develop Future Plans
  • Sandra Furterer
  • 9.7.
  • Summary and Project Critical Success Factors
  • Sandra Furterer
  • Acknowledgments
  • Sandra Furterer
  • References
  • 9.3.1.2.
  • Sandra Furterer
  • 10.1.
  • Introduction
  • Sandra Furterer
  • 10.2.
  • Key Components
  • Sandra Furterer
  • 10.2.1.
  • Value and Strategic Alignment
  • Sandra Furterer
Dimensions
24 cm.
Extent
xv, 315 p.
Isbn
9781439837603
Isbn Type
(hardcover : alk. paper)
Lccn
2011032716
Other physical details
ill.
System control number
  • (CaMWU)u2856374-01umb_inst
  • 2683828
  • (Sirsi) i9781439837603
  • (OCoLC)475450865

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