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AMERICAN SOCIETY FOR QUALITY

AMERICAN SOCIETY FOR QUALITY

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AMERICAN SOCIETY FOR QUALITY

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  1. AMERICAN SOCIETY FOR QUALITY QUALITY 101 Michael Hagan, D.O. MHSA, CMQ Director of Quality Improvement Gift of Life Michigan 1

  2. MODULE 4 PROCESS MANAGEMENT 2

  3. Basic Process Model Module 4: Process Management 3

  4. T Q M Fundamental belief of TQM Best way to improve a service or a product is to Continually Improve the process 4

  5. PROCESS MODEL • Group of activities • Takes an input • Adds value • Provides an output • For internal/external customer 5

  6. SYSTEM • Set of processes that work together for the overall good • All processes exist within Greater system • Systems can exist Within other systems 7

  7. Cycle Time • Time it takes to complete a process from beginning to end 8

  8. Question “How does a reduction in cycle time benefit an organization?” 9

  9. CYCLE TIME REDUCTION • Identify and eliminate costly rework • Frees up resources • Improves productivity • Frequent target for TQM 10

  10. VARIATION • All processes have variation • Different types • Some is acceptable • Some is not acceptable 11

  11. Common Causes • Result in normal process variation. • Are specific to each process. • Can be reduced by changing the process. 12

  12. EXAMPLES • Unusual findings in OR • Hosp ECHO/cath delays • Hosp biopsy delays • Hosp lab delays • Recip on LVAD • Scheduling multiple teams 13

  13. Special (Assignable) Causes • Are attributed to something outside of the process. • Result in abnormal process variation. • Do not result in process improvement if eliminated. 14

  14. EXAMPLES • Landing at wrong airport • Team to wrong hospital • Cab lost and napping • Organ missed plane for 8 hrs • No slush machine • Liver in a heart box 15

  15. PROCESSS IMPROVEMENT • First eliminate special causes of the variation • Then reduce the common causes of variation 16

  16. CROSBY • Zero defects • Products free from error • Unchecked variation leads to Failure to meet customer requirements • Known as defects 17

  17. SCALE • If you have a million actions, you can’t afford to have even 1% error rate • 10,000 defects • Six Sigma = 3.4 18

  18. PROCESS MANAGEMENT • Collection of practices • To improve quality management • And process effectiveness • For the entire organization 19

  19. ORGANIZATIONAL PROCESS Customer Input Customer Process Resources Customer Output 20

  20. Process Management Before TQM Quality improvements are applied to single processes within manufacturing or service. After TQM Quality improvements are applied to all organizational activities through process management. 22

  21. EIGHT PRINCIPLESOF PROCESS MANAGEMENT • Establish ownership • Describe purpose of process • Define process, interfaces • Organize improvement team 23

  22. EIGHT PRINCIPLESOF PROCESS MANAGEMENT • Document the process • Define points of control • Establish process measurements • Improve the process 24

  23. 1. ESTABLISH OWNERSHIP • Manager of organ allocation specialists and associated staff 25

  24. 2. DESCRIBE PURPOSE • Allocate all the organs, every time, in an efficient and effective manner on a timely basis 26

  25. 3. DEFINE INTERFACES • Donor hospital • Office staff • Answering service • Hospital coordinator • Transplant surgeon 27

  26. 4. ORG IMPROVEMENT TEAM • Organ allocation specialists • Hospital coordinator • Transplant surgeon 28

  27. 5. DOCUMENT PROCESS • DH OS HC TS 29

  28. 6. DEFINE POINTS OF CONTROL • Who we notify electronically • When we notify electronically • Who we call • When we call 30

  29. 7. ESTABLISH MEASUREMENTS • Number of notifications • Number of calls • Time it takes 31

  30. 8. IMPROVE PROCESS • Make simultaneous notifications • Make simultaneous telephone calls • Conference calls 32

  31. RESULTS • Increase number of notifications electronically • Cycle time is shortened • Reduction in number of telephone calls • Reduction in cycle time 33