THE ROLE OF QUALITY MANAGEMENT Lean is defined by Womack and Jones (1994) as the systematic removal of waste by all members of the organization from all areas of the values stream. PART 25392 WORD
THE ROLE OF QUALITY MANAGEMENT Lean is defined by Womack and Jones (1994) as the systematic removal of waste by all members of the organization from all areas of the values stream. PART 25392 WORD
THE ROLE OF QUALITY MANAGEMENT PART 2
5392 WORD
Lean is defined by Womack and Jones (1994) as the systematic removal of waste by all members of the organization from all areas of the values stream. It is often referred to as a cost-reduction mechanism (Achanga, 2006; Bicheno, 2004).
Last but not least, Phillips (2000) stated that lean manufacturing is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks, and factory management. The seven typical examples of waste are: overproduction, waiting, transportation, inappropriate processing, excess inventory, unnecessary motion, and defects (Endsley et al., 2006; Bhasin and Burcher, 2006).
Lean’s framework consists of five basic steps (Nave, 2002; Snee, 2004; Womack, 2006):
Define the customer value.
Management of the value stream.
Developing a flow production.
Using “pull” technique which it includes Just-In-Time (JIT) process.
Continuously pursue perfection of the process.
Lean strives to make organizations more competitive in the market by increasing efficiency, decreasing costs incurred due to elimination of non value-adding (VA) steps and inefficiencies in the processes (Motwani, 2003) as well as reducing cycle times (Sohal and Egglestone, 1994) – and increasing profit for the organization (Claycomb et al., 1999). An organization can achieve these results while not sacrificing effectiveness (Monden, 1981) if it produces exactly what is needed in the right amount when it is needed (Kannan and Tan, 2005; Monden, 1981).
Sample applications of six sigma methodology in healthcare industry
Case : Decreasing waiting time before surgery
(Mehmet, et al., 2007)
According to improve levels of patient satisfaction is very critical to a healthcare organization’s long-term success. Therefore, healthcare providers must focus on quality improvement strategies. That is, healthcare professionals must demonstrate attributes consistent with organizational culture. Six attributes for a quality healthcare system are identified as follows: Safe, Effective, Patient-centred, Timely, Efficient and Equitable.
Due to this case, patients often register their dissatisfaction while they wait for surgery. Therefore the hospital has to sort this problem to maintain loyalty customers. From hospital’s viewpoint, this resulted in wasted resources, increased costs, and
Lean is defined by Womack and Jones (1994) as the systematic removal of waste by all members of the organization from all areas of the values stream. It is often referred to as a cost-reduction mechanism (Achanga, 2006; Bicheno, 2004).
Last but not least, Phillips (2000) stated that lean manufacturing is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks, and factory management. The seven typical examples of waste are: overproduction, waiting, transportation, inappropriate processing, excess inventory, unnecessary motion, and defects (Endsley et al., 2006; Bhasin and Burcher, 2006).
Lean’s framework consists of five basic steps (Nave, 2002; Snee, 2004; Womack, 2006):
Define the customer value.
Management of the value stream.
Developing a flow production.
Using “pull” technique which it includes Just-In-Time (JIT) process.
Continuously pursue perfection of the process.
Lean strives to make organizations more competitive in the market by increasing efficiency, decreasing costs incurred due to elimination of non value-adding (VA) steps and inefficiencies in the processes (Motwani, 2003) as well as reducing cycle times (Sohal and Egglestone, 1994) – and increasing profit for the organization (Claycomb et al., 1999). An organization can achieve these results while not sacrificing effectiveness (Monden, 1981) if it produces exactly what is needed in the right amount when it is needed (Kannan and Tan, 2005; Monden, 1981).
Sample applications of six sigma methodology in healthcare industry
Case : Decreasing waiting time before surgery
(Mehmet, et al., 2007)
According to improve levels of patient satisfaction is very critical to a healthcare organization’s long-term success. Therefore, healthcare providers must focus on quality improvement strategies. That is, healthcare professionals must demonstrate attributes consistent with organizational culture. Six attributes for a quality healthcare system are identified as follows: Safe, Effective, Patient-centred, Timely, Efficient and Equitable.
Due to this case, patients often register their dissatisfaction while they wait for surgery. Therefore the hospital has to sort this problem to maintain loyalty customers. From hospital’s viewpoint, this resulted in wasted resources, increased costs, and