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Management Concepts > Part 3 Performance Improvement Models > Flashcards

Part 3 Performance Improvement Models Flashcards

1
Q

FOCUS Model

A

F- Find the problem
O- Organize the team
C- Clarify the problem
U- Understand the problem
S- Select a solution

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2
Q

(F) in FOCUS

A

Find the problem; identify a process to improve by using cause and effect

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3
Q

(O) in FOCUS

A

Organize a team, establish objectives

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4
Q

(C) in FOCUS

A

Clarify the problem; develop problem statement and break problem into sizable chunks that can be analyzed and solved more easily

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5
Q

(U) in FOCUS

A

Understand the problem; what will bring the best outcome

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6
Q

(S) in FOCUS

A

Select a solution; choose plan and viable option for solution

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7
Q

PDSA model

A

Plan, Do, Study, and Act ; this model is often carried out with FOCUS model. Problem-solving model used to improve process or carry-out change

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8
Q

(P) in PDSA

A

Plan: plan for change, determine how changes will be implemented, what will you measure

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9
Q

(D) in PDSA

A

Do: implement possible intervention (as pilot study or small scale)

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10
Q

(S) in PDSA

A

Study: determine impact of intervention, examine measures planned for

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11
Q

(A) in PDSA

A

Act: reflect on plan, what are next steps

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12
Q

(?) Company culture and attitude focused on improving processes (product) based on customer needs and satisfaction

A

TQM: total quality management

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13
Q

With continuous improvement methods involving employees in all model, (?) treats employees and internal customers

A

TQM

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14
Q

(?) measures compliance against certain necessary standards typically focused on individuals. IS DEFENSIVE

A

Quality Assurance

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15
Q

(?): continuous improvement focused on processes and systems. IS PROACTIVE AND PREVENTATIVE IN NATURE

A

Quality Improvement

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16
Q

IOM

A

Institute of Medicine Framework of Health Care Quality (Safe, Effective, Patient Centered, Timely, Efficient, Equitable)

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17
Q

(?) Avoiding harm to patients from the care intended to help them

A

Safe

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18
Q

(?) Providing service based on sci knowledge to all who can benefit and refraining from providing services to those who would not benefit

A

Effective

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19
Q

(?) providing care that is respectful to individual pt preferences, needs, and values

A

Patient-centered

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20
Q

(?) reducing waits and harmful delays to those who give and receive care

A

Timely

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21
Q

(?) avoiding waste of equipment, energy, supplies, and ideas

A

Efficient

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22
Q

(?) providing care that does not vary in quality because of personal characteristics (gender, ethnicity, socioeconomic)

A

Equitable

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23
Q

CQI

A

Continuous Quality improvement
- identify problems
- Implement corrective action
- Study effectiveness of solution

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24
Q

(?) Japanese word for continuous improvement or change for the better; involves ALL employees

A

Kaizen by Masaaki Imai in 1986. Kaizen is EVERYONE’s responsibility

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25
Q

5 Principles of Kaizan

A

1- Know your customer
2- Let it flow
3- Go to Gemba (workplace)
4- Empower people
5- Be transparent

26
Q

Kaizen Change Model has 4 Principles

A

1- Daily Kaizen
2- Breakthrough Kaizen
3- Leaders Kaizen
4- Support Kaizen

27
Q

(?) change Gemba behaviors and culture

A

Daily Kaizen

28
Q

(?) to implement new paradigms and processes

A

Breakthrough Kaizen

29
Q

(?) to develop Kaizen leaders

A

Leaders Kaizen

30
Q

(?) build long term capability with steering and infrastructure to embed Kaizen culture

A

Support Kaizen

31
Q

FADE

A

Fade quality improvement Model or FADE performance model
1- consider system and processes
2- focus on patients
3- focus on being part of team
4- focus on data use

32
Q

(F) in FADE

A

Focus: select a problem, verify and define

33
Q

(A) in FADE

A

Anaylze: decide what need to know, collect data

34
Q

(D) in FADE

A

Develop: generate and select solution, develop plan

35
Q

(E) in FADE

A

Execute: execute plan and monitor impact

36
Q

RUMBA Model

A

Individualized model that you use as a manager to engage with your team. Reasonable, understandable, measurable, believable, achievable

37
Q

(?) have 2 components; bar graph with descending frequency of occurrence and line graph representing cumulative percentage of total occurrences

A

Pareto Chart

38
Q

Performance Improvement Models

A

FOCUS, PDSA, TQM, IOM, CQI, KAIZEN, FADE, RUMBA

39
Q

Project Management Tools

A

Pareto Chart, Pert Chart, Cause and Effect Diagram, Planning processes, Lean Six Sigma

40
Q

PERT chart

A

Program Evaluation Review Technique is a project management evaluation tool.

41
Q

(?) Used to schedule, organize, and coordinate tasks within a project

A

PERT chart

42
Q

Cause and Effect Diagram

A

Fishbone Diagram or Ishikawa Diagram (Kaoru Ishikawa)

43
Q

(?) diagrams can be used to identify problems for continuous quality improvement programs like the F step of the FOCUS model

A

Fishbone diagram. (+ reveal causes not obvious at first)

44
Q

Planning Processes

A
  • Delphi method
  • Delbecq’s nominal group technique
  • Charettes
45
Q

?: anonymous questionnaires to reduce range of responses from experts to arrive at a consensus

A

Delphi Method

46
Q

?: structured small-group discussions to reach a consensus. With moderator asking questions, members write ideas separately, and moderator group board

A

Delbecq nominal group technique

47
Q

?: collaborative planning processes harnessing talents of all interested parties. Results in master plan

A

Charrette

48
Q

?: a systematic approach to eliminate activities that dont add value to a process with goal of high quality and customer satisfavction (from Toyota production system)

A

Lean

49
Q

3 M’s of Lean

A

Muda, Mura, Muri

50
Q

?- any activity that does not add value to a product or service, Jap word for waste

A

Muda (DOWNTIME)

51
Q

?: inconsistencies that result in production fluctuations

A

Mura

52
Q

DOWNTIME

A

d- defects
o- overproduction
w- waiting
n- non-utlized talents
t- transportation
i- inventory
m-motion
e- extra processing

53
Q

?: occurance of dissatisifcation among ppl or unused resources

A

Muri (Muri leads to Muda)

54
Q

5 principles of LEAN

A

1) identify customer and their values
2) map value stream
3) create flow to the customer
4) establish pull based on customer demand
5) seek continuous improvement

55
Q

?: create effective processes, problem-solving methodology that uses data and DMAIC

A

Six sigma

56
Q

D of DMAIC

A

Define the problem and objectives

57
Q

M of DMAIC

A

Measure what needs to be improved

58
Q

A of DMAIC

A

Analyze the process and define factors of influence (pareto charts and Fishbone diagrams)

59
Q

I of DMAIC

A

Improve, identify and implement improvements (run simulations or pilot programs)

60
Q

C of DMAIC

A

Control; ensures that improvements will be sustaines

61
Q

?: combines waste-reduction goals with the problem-solving methodology of six sigma

A

Lean Six Sigma

62
Q

3 elements of Lean 6 Sigma

A

1- customers
2- processes
3- employees

Management Concepts (3 decks)

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