Module 4 - Chapter 3 – Process Analysis

A method for understanding and eliminating wasteful processes and activities throughout an organization.

A continuous improvement approach that focuses on incremental and ongoing improvements to existing processes.

A drastic redesign of a process, often involving significant technological change and a fresh start.

The ongoing questioning of existing practices or systems to identify areas for improvement.

Teams focused on implementing continuous improvement practices within their respective processes.

The practice of starting from scratch and considering all possible solutions without any preconceived notions.

The use of technologies to facilitate process optimization and efficiency.

Financial resources allocated for implementing process improvements, particularly in cases of significant changes.

Time spent on planned work activities.

Activities that prevent work from flowing smoothly, like unexpected delays or equipment failures.

The amount of work that needs to be done.

The area where work is actually performed.

The sequence of steps involved in completing a task.

Gathering information and observing how work is done in the actual work environment.

The current state of the process, as it actually operates.

Describing the problems and inefficiencies in a process without making excuses.

Selecting the most effective process for improvement is crucial for achieving noticeable results. The chosen process should be challenging enough to allow for significant improvement but not so complex as to make implementation overly burdensome.

A business process is a sequence of activities or steps that create value for customers or patients. It is a series of value-adding activities.

A bottleneck is a process step where capacity is less than the demand, causing delays and affecting overall performance.

Mapping the current process as it is, before any changes are made. It is like a snapshot of how things are currently done.

Visually presenting the process map using tools like diagrams or flowcharts, making the process easier to understand and analyze.

Mapping the ideal process after making improvements. It shows how the process will be carried out once improvements are implemented.

Identifying steps that directly benefit the patient in a medical process.

Identifying and eliminating unnecessary steps in a medical process.

Simplifying or streamlining steps that don't add immediate value to the patient.

Reorganizing the order of tasks to minimize delays in the patient's care.

Completing tasks simultaneously to reduce overall process time.

Streamlining multiple departments' tasks into a single, coordinated effort.

Determining if a single person can handle multiple tasks within a process.

A table used for tracking improvements in a medical process.

Areas in a process where work gets stuck, slows down, or faces delays.

Distributing work to team members based on their available capacity.

A visual representation of how a process works, including all the steps and decision points.

The current state of the process, as it is actually performed.

A proposed, improved version of a process, after analyzing the 'as-is' state.

A visual tool used to document and track the findings of a process analysis, including improvement opportunities.

The process of implementing the changes and actions identified during process analysis to create a more efficient and effective process

Making information available to all involved parties (e.g., using a common database) to ensure a smooth and consistent flow of information. This means eliminating information silos and promoting seamless data sharing.

Empowering employees at the point of service to make decisions and handle routine tasks independently. This reduces the need for multiple approvals and eliminates unnecessary delays.

Performing tasks as close as possible to the source of the data to minimize unnecessary information transfer and potential for error. This also allows for quicker processing and reduced delays.

Analyzing the current process to identify non-value-adding steps (waste) and eliminating them. This focuses on streamlining the process to provide a more efficient and faster service.

Enhancing the flexibility of staff to handle a wider range of tasks. This allows for more efficient utilization of resources and reduces bottlenecks caused by specialized roles.

Ensuring that all value-adding steps flow seamlessly without interruptions caused by waiting, queuing, or unnecessary procedures. This streamlines the process and reduces delays.

Organizing the process to provide all necessary services in one location, eliminating the need for patients to visit multiple departments or providers. This reduces inconvenience and saves time.

Reducing the time taken for each value-adding step to optimize efficiency and shorten overall processing time.