...squeeze even further profit out of their current systems. * APPLE | IPHONE 5 – SIPOC : Companies introducing Lean Six Sigma for process improvement in its organization, demand a clear understanding of its current processes. SIPOC is an effective tool used in the initial Define stage of the DMAIC life cycle for high-level process mapping of key processes. SIPOC is an acronym for Supplier, Inputs, Process, Outputs and Customers. Each of these terms are explained in detail as follows: * Suppliers are the significant internal/external providers of material/input data to the process. * Inputs are significant physical/data inputs provided by the suppliers to undergo a process. * Process is the current method used in sequence of four to seven steps that add value to the Inputs. * Outputs are significant process results delivered to customers. * Customers are the internal/external recipients of the Outputs. A team of 3-9 stakeholders or team members, who have knowledge of the process, typically develops SIPOC. A facilitated brain storming session is conducted by a certified facilitator to identity the five key components (SIPOC). A consensus is reached so that all the members view a particular process in the same way. [1] A SIPOC process map can be created during two stages in the Lean Six Sigma Deployment Life Cycle as follows. 1. Pre-Project Selection Stage SIPOC of the company's key processes provides a comparable visualizations and descriptions...
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...detect a manufacturing error before dispensing; and failure to provide adequate patient counseling in order to prevent administration errors. These categories arise in other segments of the pharmaceutical patient care chain, but they are nevertheless important when one strives for a full assessment of the pharmacy's performance. (a-Chun Cheung, Marcel L Bouvy, and Peter A G M De Smet) I am going to attempt a process map to the best of my ability on filling process for HMO’s pharmacy, in which some key problems that the HMO’s pharmacy might be experiencing. A SIPOC diagram is a tool used by a team to identify all relevant elements of a process improvement project before work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Measure phase of the Six Sigma DMAIC -Define, Measure, Analyze, Improve, and Control methodology. (Simon, K) SIPOC helps provide a natural but structured way to discuss a process and get consensus on what it involves...
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...detect a manufacturing error before dispensing; and failure to provide adequate patient counseling in order to prevent administration errors. These categories arise in other segments of the pharmaceutical patient care chain, but they are nevertheless important when one strives for a full assessment of the pharmacy's performance. (a-Chun Cheung, Marcel L Bouvy, and Peter A G M De Smet) I am going to attempt a process map to the best of my ability on filling process for HMO’s pharmacy, in which some key problems that the HMO’s pharmacy might be experiencing. A SIPOC diagram is a tool used by a team to identify all relevant elements of a process improvement project before work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Measure phase of the Six Sigma DMAIC -Define, Measure, Analyze, Improve, and Control methodology. (Simon, K) SIPOC helps provide a natural but structured way to discuss a process and get...
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...LEAN The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: 1. Specify value from the standpoint of the end customer by product family. 2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value. 3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer. 4. As flow is introduced, let customers pull value from the next upstream activity. 5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste. KAIZEN What is Kaizen? Kaizen is the practice of continuous improvement. Kaizen was originally introduced to the West by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986. Today kaizen is recognized worldwide as an important pillar of an organization’s long-term competitive strategy. Kaizen is continuous improvement that is based on certain guiding principles: * Good processes bring good results * Go see for yourself to grasp the current situation * Speak with data, manage by facts * Take action to contain and correct root causes of problems * Work as a team * Kaizen is everybody’s business * And much more! One...
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...the medicine. In the process of filling a prescription, there may be many errors and issues leading to the wrong service to the patients. The most common errors are dispensing the wrong drug, wrong dose, strength, form or quantity, or labeling medication with the incorrect directions, wrong patient (Cheung, Bouvy, and Smet, 2009). Factors subjectively reported as contributing to these errors were a look-alike, sound-alike drugs, low staffing and computer software, and administrative error (Cheung and Smet, 2009). The SIPOC model: Based on the above work process analysis, below is the diagram of the SIPOC model of the pharmacy. Here the supplier is the doctor who writes and delivers the prescription and the pharmaceutical distributor; the input is the prescription and medication; processes are receiving a prescription, translating and entering into the system, and making the medicine, the output is the medicine and customer is the patient. Figure 2: The SIPOC Diagram of the Pharmacy Analyzing the pharmacy work process, we identified many potential errors and variations in the process. Most variations occur at the begging when the prescription is translated and entered into the system. Also, variations happen in the process of picking and packaging the medicine due to similar names and confusions with other medicines. There are also administrative variations like dispensing to wrong patients. Problem-solving tools: The cause-and-effect diagram shows that some of the causes...
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...Assignment 1 Rizki Sirois 103422978 1) Deming, Juran and Feigenbaum all agree the importance of quality management. Though all have different guidelines to achieving such quality levels, we can accept that all three have agreed on a particular aspect. Deming believed that management of system for improving quality lies in the management section. To strive for the top quality, management must take action to find opportunities for quality improvement. This can relate to Juran's philosophy which focuses on: planning, control, and improvement. Management must plan the proper methods to identify external customers and their needs. Control is used in the operating forces to make sure the product/service meets the requirement and improvement is managed by using statistical method of past and present projects. Feigenbaum expresses how quality technology is found by using statistical and/or engineering methods. To summarize this, all three agree that in striving for world-class quality, management is a key player in maintaining and achieving quality improvement and to do so, management must use past and present projects to learn from data by implementing statistical and/or engineering methods in order to achieve quality transformation within an organization. 2) 1-10. Quality planning "is a strategic activity which is vital to an organization's long term business success as the product develpment plan, the financial plan, the marketing plan, and plans for the utilization of...
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...Pharmacy Errors MAT 510 Instructor: Dr.Guo August 1, 2015 Simply knowing statistical tools and methods is not enough; one must understand the role that the science of statistics plays in managerial decisions. Managers need to think statistically. Statistical thinking is a philosophy of learning and action based on the following three principles: all work occurs in a system of interconnected processes, variation exists in all processes, understanding and reducing variation are keys to success. Understanding processes provides the context for determining the effects of variation and the proper type of managerial action to be taken. By viewing work as a process, we can apply statistical tools to establish consistent, predictable processes; study them; and improve them. While variation exists everywhere, many business decisions do not often account for it, and managers frequently confuse common and special causes of variation. We must understand the nature of variation before we can focus on reducing it. In this paper, the processes of prescription filling for HMO pharmacy will be analyzed. A process is defined as a grouping, in sequence, of all the activities involved to accomplish one particular outcome and consists of suppliers, customers, material input, information inputs, transforming activities, inspections, delays, storage, transports, and outputs. To increase the chances of a successful project, mapping of key business processes is one of the most useful tools for...
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...label them accordingly. Patients then receive their medicines and take them according to the instructions printed on the labels by the pharmacy per the doctor. There are many activities involved in this process that can cause issues. There are various reasons prescriptions can be filled inaccurately from the beginning (which can be considered the supplier portion of the SIPOC model) of the process. Interviews with pharmacy assistants indicate that doctors’ handwritings’ are difficult to decipher, and hence an area of concern when this information is given on paper to read in person or by facsimile copy. The person receiving the information in this format has the task of reading it, and interpreting what the doctor is trying to convey. If the paper is given to a nurse to call into the pharmacy, it is their task to understand the doctor, and convey it to the pharmacy. The reading of a prescription can be considered a common cause variation, as it randomly may or may not be read correctly. Interpretation of the prescription determines the success of the rest of the process. In the input part of the SIPOC model, based on the...
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...OBJECTIVE: | | 3 0 0 3 | | | | | | To gain insights about the importance of lean manufacturing and six sigma practices. COURSE OUTCOME: The student would be able to relate the tools and techniques of lean sigma to increase productivity UNIT I LEAN & SIX SIGMA BACKGROUND AND FUNDAMENTALS | 9 | Historical Overview – Definition of quality – What is six sigma -TQM and Six sigma - lean manufacturing and six sigma- six sigma and process tolerance – Six sigma and cultural changes – six sigma capability – six sigma need assessments - implications of quality levels, Cost of Poor Quality (COPQ), Cost of Doing Nothing – assessment questions UNIT II THE SCOPE OF TOOLS AND TECHNIQUES | 9 | Tools for definition – IPO diagram, SIPOC diagram, Flow diagram, CTQ Tree, Project Charter – Tools for measurement – Check sheets, Histograms, Run Charts, Scatter Diagrams, Cause and effect diagram, Pareto charts, Control charts, Flow process charts, Process Capability Measurement, Tools for analysis – Process Mapping, Regression analysis, RU/CS analysis, SWOT, PESTLE, Five Whys, interrelationship diagram, overall equipment effectiveness, TRIZ innovative problem solving – Tools for improvement – Affinity diagram, Normal group technique, SMED, 5S, mistake proofing, Value stream Mapping, forced field analysis – Tools for control – Gantt chart, Activity network diagram, Radar chart, PDCA cycle, Milestone tracker diagram, Earned value management. UNIT III SIX SIGMA METHODOLOGIES...
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...A Good Point Half Day Executive Briefing: Lean Pharma Series Pada tanggal 16 Februari lalu, SSCX menyelenggarakan mini-briefing yang bertajuk “Instant Removal of Non-Value Add for Pharmaceutical Industries” sebagai bagian dari Lean Pharma Series. Acara yang dihadiri oleh plant dan production manager dari perusahaan-perusahaan farmasi terkemuka di Indonesia ini bertujuan untuk memunculkan urgensi untuk menghilangkan waste yang kerap terjadi dalam operasional pabrik obat dan produk kesehatan, dan meningkatkan efisiensi proses. Tujuan akhirnya adalah Operational Excellence, sustainability dan profitability. Pada seminar yang diselenggarakan di Harris Hotel Sentul ini, konsultan senior SSCX, Riyantono, membuka pembicaraan dengan menjelaskan tentang beberapa tantangan yang muncul di industri farmasi, seperti kerugian yang terjadi akibat pergantian mesin dan pembersihan mesin, kerugian yang terjadi akibat cacat produk dan pengerjaan ulang, kerugian akibat kerusakan mesin dan penurunan kecepatan kerja (idle/loss speed time), proses leadtime yang panjang, penumpukan inventori, serta biaya operasional yang tidak kompetitif. Sebagai bagian dari program eliminasi waste, dijabarkan pula mengenai value dan waste, termasuk 7 waste (inventory, motion, waiting time, defective products, transportation, overprocess, overproduction) yang merupakan non-value added activity. Riyantono menjelaskan mengenai Lean, yang merupakan metode solusi dalam menghilangkan kerugian-kerugian (waste) yang...
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...Betty and told her of HealthCheck’s great service. Betty told him the doctor would not refer the professor there feeling the clinic did not have the best care. The professor then passed the information to the employee Benefits Office, with staff who shared the professor’s skepticism. Discussion Questions 1. Who is the customer in this case? In the given case there are internal and external customers. We have three service providers who are interdependent components of the health care system, first the health care office which behave as an insurance for their staff/professor, the health providers, (hospitals, Healthcheck, Dr. Martin’s office) and at last the pharmacy. However, each entity is providing different services and by using the SIPOC diagram for each individual service, thus we can further identify customers on the receiving end of that particular service. In the case of the hospital therefore, the pharmacy and the insurance become the secondary (internal) customer and ultimately patient is the end customers (External) for all three...
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...Process Guide Release Management Service Improvement Program (SIP) i Process Guide – Release Management Table of Contents Document Information........................................................................................................ 3 Approval ............................................................................................................................. 4 Section 1: Process Vision........................................................................................................ 6 Overview............................................................................................................................. 6 Process Mission and Goals ................................................................................................. 7 Guiding Principles .............................................................................................................. 8 Critical Success Factors .................................................................................................... 13 Key Performance Indicators ............................................................................................. 14 Process Solution Scope ..................................................................................................... 15 Section 2: Process Workflow................................................................................................ 16 Overview.............................................................
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...Processes d. Organizing Processes e. Controlling Processes f. Leading Processes g. Integration Module 2. Planning a. Introduction b. Strategic Planning 1) Understanding what are strategies and how the unit can relate to each c. Operational Planning - 1) How to prepare SMART objectives 2) How to identify relevant programs and initiatives of the unit, aligned to strategies 3) How to prepare a project plan d. Performance Measures/Indicators 1) How to select appropriate measures/indicators to determine effectiveness of a project, process, or set of procedure e. Integration Module 3. Organizing a. Introduction b. Principles of Organizing 1) Understanding the basic principles c. Business Process Identification & Mapping - SIPOC 1) How to identify and map organization processes classified into management, core and enabling processes 2) How to identify keys processes d. Policies and Procedures 1) Understanding policies 2) How to document procedures e. Organization Charting 1) How to review and improve current organization charts f. Roles and Responsibilities 1) How to define roles and responsibilities g. Integration Module 4. Controlling a. Introduction b. Understanding Metrics c. Monitoring Performance 1) How to identify and select appropriate processes for monitoring performance d. Analysis and Evaluation Tools & Techniques 1) How to identify and select appropriate tools and techniques in evaluating performance. 2) How to analyze 3) How...
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...Lean Six Sigma Notes Lean cuts down on waste, reduce cycle times Six sigma reduces variation in a process DMAIC: define, measure, analyze, improve, and control define identify project, capture VOC and VOB measure baseline data metric is critical analyze find the root cause of your problem (may be many but find the significant 1, 2, and 3 root causes affecting this project), validate critical Xs, what really affects the output of the process value added vs non value added improve develop solution and test solution (pilot/pilot plan) control implement policies and procedures (SOPs) to sustain improvements Process: activity that produces something (information, items, ideas, or notions) for a customer concerned with quality, cost, or speed value stream = process value stream map = a process map with raw data on it Project Charter contract between you and the sponsor update this during every phase in DMAIC 1) Draft Problem Statement = Pain of Customer 2) Drafting Goal Statement 3) Complete project scope 4) Draft business impact 5) Project plan 6) Team Selection 7) Signatures (optional) RACI chart (Responsible Commanders, Accountable Staff, Consulted SEM, Informed) Project sponsors typically the process owners Opportunity or problem statement what pain are we feeling? what are they complaining about? what is not working? Problem should never have the solution in it? Project scope what authorities do you have? (defines what is in scope and out of ...
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...expectations of customers and the increased complexity of modern products and processes (Thomas Pyzdek) Six sigma is reportedly easier to apply than many other quality management programs because it provides information about the change needed and the programs to execute the change. The strategy it uses is a five-step improvement process: define, measure, analyse, improve and control (DMAIC). This process is deeply integrated with the overall goals of the organization and, as such, requires top down implementation. Six sigma is more intense, focused and detailed than any other quality improvement techniques (Sawant and Patasker 2014). DMAIC framework is a Integration of several techniques such as CTQ (Critical to quality), Process Mapping (SIPOC), DPMO (defects per million), and FMEA (failure mode and effects analysis) in a logical direction. Construction industry has essential role in many other industries and is the infrastructure of the numerous organizations, therefore any improvement and development in construction industry results in progress of the associated business and industry. Despite the importance of high quality level in construction industry regarding to its close interaction with the...
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