Module 4 - Chapter 3 – Process Analysis

False (B)

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

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

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

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

<p>True (A)</p> Signup and view all the answers

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

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

<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

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

<p>True (A)</p> Signup and view all the answers

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

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

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

<p>False (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

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

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

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

<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

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

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

<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

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

<p>False (B)</p> Signup and view all the answers

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

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

<p>True (A)</p> Signup and view all the answers

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

<p>False (B)</p> Signup and view all the answers

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

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

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

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

<p>False (B)</p> Signup and view all the answers

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

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

<p>False (B)</p> Signup and view all the answers

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

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

<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

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

<p>False (B)</p> Signup and view all the answers

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

Activities that do not add value to a product or service, including unnecessary actions like waiting, duplication, and excessive processing.

A Japanese term for waste, encompassing activities that consume resources without adding value to the customer.

A continuous improvement methodology that aims to eliminate waste and maximize efficiency by focusing on value-adding activities.

Producing more than what is needed, leading to excess inventory, storage costs, and potential obsolescence.

Time spent waiting for materials, information, equipment, or approvals, leading to idle workers and reduced productivity.

The movement of materials or products between processes, adding distance, handling, and potential for damage or delays.

Unnecessary movements by workers, leading to wasted time and effort, and increased risk of fatigue and errors.

Excess inventory that sits idle, taking up space, tying up capital, and increasing the risk of obsolescence or damage.

Activities that directly contribute to the desired outcome, adding value for the customer.

Activities that support value-adding activities but do not directly contribute to the customer's needs.

A type of waste in Lean, referring to any unnecessary movement of people, materials, equipment or supplies.

A type of waste in Lean, referring to waiting for materials, information, equipment, or authorization.

A team formed to analyze and improve processes, composed of individuals from various parts of the process being studied.

The initial stage of analyzing the current process, involving discussions, rough sketches, and data collection.

A method used to understand the existing process. It involves mapping out the process steps, identifying bottlenecks, and collecting data on performance.

The individual who is responsible for the performance of a particular process.

The part of the process where the customer is directly involved in the service or product.

The people or departments that precede the process being studied.

The people or departments that follow the process being studied.

The process of involving team members directly involved in the work process in process improvement initiatives, giving them control over their workplace.

A process that creates value for patients by completing a series of activities or steps.

A process that has a capacity that is less than the demand placed on it, or where the production schedule cannot be met.

Problems related to the quality of care provided, including clinical complications and patient satisfaction issues.

The flow of activities within a value stream that should be mapped to identify areas for improvement. This can include patient flow, material flow, information flow, and knowledge flow.

Identifying the steps or activities where waste exists and analyzing why it occurs. It helps to understand the root causes and identify areas for improvement.

The current process as it exists, without any improvements.

The desired state of the process after improvements have been implemented.

A team composed of individuals responsible for identifying and implementing process improvements.

A visual representation of the current process, showing how work flows and identifying potential bottlenecks.

A visual representation of the ideal process, aiming to eliminate waste and improve efficiency.

A visual display of the mapped process, allowing stakeholders to provide feedback and suggest improvements.

A tool used to document the analysis of a process, identifying problems, improvement actions, and expected results.

A structured approach to problem-solving and continuous improvement, focusing on identifying problems and implementing solutions.

The ongoing effort to identify and eliminate waste within existing processes. It involves continuously questioning the status quo to find ways to improve efficiency and effectiveness.

A radical redesign of processes, often involving technological advancements and a fresh perspective, to optimize the flow of work. It aims for significant improvements and often requires substantial investment.

Any activity that consumes resources but does not add value to the customer. It contributes to inefficiency and can hinder productivity.

A fundamental principle of process analysis that emphasizes continuous improvement and the pursuit of perfection.

A fundamental principle of process analysis that involves radical changes in how work is done, leveraging technology and innovation.

The practice of approaching problems or tasks without any preconceived notions or assumptions, starting from scratch.

The flow of work from one step to the next in a process, including all tasks and activities involved.