Module 1 - Chapter 4 – Creating Performance-Driven Teams

The process of collecting prescriptions and patient credits from nursing units and delivering medication back to these units.

The collection of prescription charts and patient credits from nursing units at specific times.

The process of ensuring prescriptions are accurately recorded and delivered to the nursing unit.

The process of preparing prescriptions for collection by the pharmacy runner.

The process of preparing patient credits for collection by the pharmacy runner.

The department that collects and delivers medication to the nursing units.

The department responsible for preparing prescriptions and patient credits.

The individual responsible for collecting and delivering prescriptions and patient credits to the nursing units.

A value chain describes the interconnected activities that ultimately create value for customers. In a team context, it highlights the collaborative efforts of each member, their contributions, and how they collectively create a final product or service.

Inputs are the resources a team receives from other teams to initiate its work. For example, a software development team might receive code from a design team as input.

The value a team adds to its inputs is its unique contribution, transforming them into a more valuable output. This could be adding a new feature to software, analyzing data, or developing a marketing strategy.

Supplier teams provide essential resources or services to an end team. For example, a marketing team might rely on graphic designers for visual materials.

The specific requirements, materials, or services an end team needs from its supplier teams to perform its work effectively.

Client teams are the recipients of the end team's output. For example, a sales team might be a client to a marketing team.

The specific needs, expectations, or deliverables that client teams expect from the end team.

Visual management displays progress towards goals, making performance transparent and motivating teams. This can include tracking metrics, deadlines, or team milestones.

A systematic process of planning, implementing, and monitoring actions to address performance gaps and achieve desired outcomes.

A visual display showing a team's performance, including current metrics and action plans for improvement.

The ability of a team to achieve and consistently improve its performance, driven by shared goals and a focus on continuous improvement.

A concise statement outlining the intended outcome of an action plan or project.

A structured approach to identifying and addressing performance gaps, often involving the team, team leader, and other managers.

Utilizing a visual management board and regular team meetings to track progress, identify improvements, and make adjustments to achieve team goals.

A team's shared understanding of their values and how they contribute to the overall success of the organization.

A workspace that encourages collaboration, creativity, and productivity, supporting team performance.

A daily meeting where a team focuses on performance, problem-solving, and improvement actions.

Key performance indicators are measurable values that show how well a team is achieving its goals.

A process of identifying the underlying cause of a problem to find effective solutions.

Steps taken to prevent a problem from happening in the first place.

Steps taken to fix a problem that has already occurred.

Identifying potential improvements and deciding whether to implement them immediately, plan a mini-project, or escalate it to a higher level.

Meeting guidelines to ensure productivity, time-effectiveness, and clear communication.

Preparing for a meeting by understanding the agenda, reviewing relevant information, and ensuring everyone is informed.

A situation where team members hesitate to participate actively in meetings or teamwork.

When a team member exerts overwhelming influence, potentially hindering others' contributions.

A team setting where members don't believe their work is intertwined, leading to resistance to teamwork.

When team meetings become ineffective due to a large number of participants.

A situation where different team members are geographically dispersed and may have diverse goals.

The belief that individual work is sufficient, discounting the value of collaboration.

The perception that dedicating time to meetings is detrimental to productivity.

A team's reluctance to embrace meetings due to perceived lack of benefit for individual performance.

A structured approach to managing a manager's daily, weekly, monthly, and yearly activities, emphasizing continuous improvement practices.

Activities that are conducted regularly to enable continuous improvement within a team or organization.

A brief informal meeting held daily, often at the start of the workday, where the team discusses progress, challenges, and potential solutions.

Regular observations and discussions conducted at the place where work is actually done, aiming to understand processes and identify improvement opportunities.

Activities that are conducted on a regular basis like weekly, bi-weekly, or monthly to support team performance and employee recognition.

A process of scheduling and managing a manager's tasks, with an emphasis on incorporating continuous improvement activities into their daily workflow.

The act of approving and verifying time and attendance data for team members.

A regular review of a manager's responsibilities to ensure they are aligned with the team's goals and objectives.