Module 4 - Chapter 3 – Process Analysis
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Questions and Answers

Which of the following is classified as a waste due to 'Motion' in a hospital?

  • Extra copies of charts
  • Medication errors
  • Delays for bed assignments
  • Searching for patients (correct)

    • Defects in a hospital, such as wrong patient information, fall under the category of 'Waiting'.

    False

    Name one example of 'Overproduction' in a hospital.

    Making extra copies of charts, reports, or laboratory results.

    The three categories of hospital activities are value-adding, supportive, and ________ activities.

    <p>wasteful</p> Signup and view all the answers

    Match the category of waste with its corresponding example:

    <p>Motion = Searching for patients Inventory = Duplicate medications Defect = Medication errors Transport = Moving samples incorrectly</p> Signup and view all the answers

    Which of the following is NOT considered a wasteful activity?

    <p>Completing tasks efficiently</p> Signup and view all the answers

    Lean methodology aims to reduce human effort, inventory, time, and space to improve response to customer demand.

    <p>True</p> Signup and view all the answers

    What term describes waste in the context of customer value?

    <p>muda</p> Signup and view all the answers

    The seven types of waste include overproduction, waiting, transport, motion, ________, defects, and extra processing.

    <p>inventory</p> Signup and view all the answers

    Match the type of waste with its description:

    <p>Overproduction = Producing more than is needed Waiting = Idle time that adds no value Transport = Unnecessary movement of products Defects = Errors that require correction</p> Signup and view all the answers

    What is the main principle behind addressing 'mura'?

    <p>Ensuring a stable demand for smooth processes</p> Signup and view all the answers

    Muri refers to excessive strain placed on workers.

    <p>True</p> Signup and view all the answers

    Name two ways to increase customer value.

    <p>Reducing waste and increasing value without raising costs.</p> Signup and view all the answers

    What is the primary objective of process analysis?

    <p>To continuously challenge and eliminate wasteful activities</p> Signup and view all the answers

    What is the first step in the nine-step methodology for process improvement?

    <p>Decide which process to improve</p> Signup and view all the answers

    Continuous improvement is also known as 'Kaikaku'.

    <p>False</p> Signup and view all the answers

    A process for improvement should be extremely simple to ensure easy implementation.

    <p>False</p> Signup and view all the answers

    What term describes the leap in process design that often requires high capital expenditure?

    <p>Kaikaku</p> Signup and view all the answers

    Continuous improvement is often referred to as __________.

    <p>Kaizen</p> Signup and view all the answers

    What term is used to describe a sequence of activities or steps that create value for patients?

    <p>process</p> Signup and view all the answers

    Match the following terms with their correct descriptions:

    <p>Kaizen = Continuous improvement Kaikaku = Business process re-engineering Wasteful processes = Activities that do not add value Continuous Improvement Teams = Teams focused on questioning the status quo</p> Signup and view all the answers

    A process where capacity is less than the demand placed on it is known as a __________ process.

    <p>bottleneck</p> Signup and view all the answers

    Which of the following best describes a Continuous Improvement Team?

    <p>A team that challenges existing processes to optimize them</p> Signup and view all the answers

    Match the following criteria with their descriptions for selecting a process to improve:

    <p>Bottleneck process = Capacity is less than demand Quality problems = Clinical quality or patient experience issues High operating cost = Cost higher than standard or budget Excessive long lead times = Delays longer than expected in process completion</p> Signup and view all the answers

    Which of the following is NOT a factor to consider when selecting a process for improvement?

    <p>Low team morale</p> Signup and view all the answers

    Business process re-engineering usually requires low capital expenditure.

    <p>False</p> Signup and view all the answers

    What culture should be developed to address wasteful activities in processes?

    <p>A culture of continuous improvement</p> Signup and view all the answers

    Step 6 of the methodology involves analyzing the process and identifying __________ opportunities.

    <p>improvement</p> Signup and view all the answers

    Continuous Improvement Teams are essential for implementing process improvements.

    <p>True</p> Signup and view all the answers

    Which of the following groups should be included in a Continuous Improvement Team?

    <p>IT specialists or systems designers</p> Signup and view all the answers

    It is sufficient to only focus on a single functional team for process improvement in a hospital.

    <p>False</p> Signup and view all the answers

    What is the ideal size range of a Continuous Improvement Team?

    <p>Three to six people</p> Signup and view all the answers

    The Continuous Improvement Team should meet for __________ minutes once a week.

    <p>30 to 60</p> Signup and view all the answers

    Match the following flows in a hospital to their respective categories:

    <p>Patients = Information and medication Supplies = Instruments and equipment Supportive services = Providers and specialists</p> Signup and view all the answers

    What should the Continuous Improvement Team do if the process being studied is complex?

    <p>Divide into smaller teams based on knowledge</p> Signup and view all the answers

    Involving team members at the beginning of the process analysis gives them less control over their work.

    <p>False</p> Signup and view all the answers

    What method can be used for analyzing the current 'as is' situation in a process?

    <p>A3 method</p> Signup and view all the answers

    What is the primary focus during the analysis of a process?

    <p>Identifying all activities that are wasteful</p> Signup and view all the answers

    The final coding and billing process should only consider the theoretical models without evaluating actual practices.

    <p>False</p> Signup and view all the answers

    What is the importance of visually displaying the process for evaluation?

    <p>It allows a broader audience to comment on existing bottlenecks and inefficiencies.</p> Signup and view all the answers

    A process improvement sheet is used to log problems, improvement actions, and due ________.

    <p>dates</p> Signup and view all the answers

    Match the steps with their descriptions:

    <p>Step 5 = Visually display the process for evaluation Step 6 = Analyse the process and identify improvement opportunities</p> Signup and view all the answers

    Which document is used to summarize the analysis of a process?

    <p>Process improvement sheet</p> Signup and view all the answers

    Organized sessions for process evaluation are aimed solely at reporting results without seeking input from stakeholders.

    <p>False</p> Signup and view all the answers

    What should be the outcome of analyzing a process for waste?

    <p>To reduce or eliminate wasteful activities.</p> Signup and view all the answers

    Study Notes

    Understanding Value-Adding, Supportive, and Wasteful Activities

    • Wasteful activities are those that do not add value to a process. They can creep into processes over time, consuming significant time and resources without producing valuable outputs.
    • Process analysis is like battling a virus; it's about identifying and eliminating wasteful processes. Much like a medicine, analysis works on addressing the inefficiencies and improving these until they no longer negatively impact the process.
    • Value-adding activities are actions for which the client is willing to pay, while supportive activities are necessary but do not directly add value for the client.

    Value-Adding Activities

    • These are activities that patients are willing to pay for; actions that add value for the patient that they cannot perform for themselves.
    • Analogy: In a medical process, patients pay for the core services that they cannot do for themselves—forwards processes i.e. diagnosis and treatment (rather than internal checking)
    • Examples: diagnosing an illness, providing treatment, doing a needed test
    • Examples that do not add value: unnecessary meetings, reworking things repeatedly, excessive team checking

    Supportive Activities

    • These are necessary but do not directly add value to the process.
    • Analogy: In a medical process, the supportive processes are necessary but don't add immediate value for the patient like planning scheduling, training

    Wasteful Activities

    • These activities do not result in any value being added.
    • Analogy: In a medical process, some wasteful activities include unnecessary motion, extra copies of paperwork, delays, errors
    • Examples: Duplicating work, unnecessary walking, searching, waiting, watching, delays
    • Examples: Extra processing, excessive inventory, redundant steps

    Seven Types of Waste

    • Overproduction: Making more than needed
    • Waiting: Time spent waiting for resources, information
    • Inventory: Excess materials or resources
    • Defects: Errors or flaws in the product/service
    • Transport: Moving materials or resources unnecessarily
    • Motion: Unnecessary movements by people
    • Extra processing: Performing unnecessary steps or reworking

    Process Analysis Methodology

    • Step 1: Decide which process to improve.
    • Step 2: Assemble an improvement team to analyze the problem.
    • Step 3: Collect information on the current process of interest and identify the key areas.
    • Step 4: Map the 'as-is' process – visual representation of the process flow and how it works.
    • Step 5: Visually display the process for evaluation; present the process to relevant stakeholders.
    • Step 6: Analyze the process and identify improvement opportunities.
    • Step 7: Map the 'to-be' process – the desired future state, identifying the changes from previous step.
    • Step 8: Celebrate success, standardize, and improve continuously.

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    Description

    This quiz explores the concepts of value-adding, supportive, and wasteful activities within processes. It highlights the importance of process analysis in identifying inefficiencies and improving overall value for clients or patients. By understanding these distinctions, learners can enhance their analytical skills in various fields, especially in healthcare.

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