scholarly journals Leveling the Workload for Radiologists in Diagnostic Mammography: Application of Lean Principles and Heijunka

2021 ◽  
Author(s):  
Amy L Conners ◽  
Sean E Clark ◽  
Kathleen R Brandt ◽  
Katie N Hunt ◽  
Linda M Chida ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Process Improvement ◽  
Breast Imaging ◽  
Reading Room ◽  
Complex Environments ◽  
Lean Principles ◽  
Diagnostic Mammography ◽  
Improvement Methodologies ◽  
Level Loading ◽  
Practice Implementation

Abstract To facilitate the delivery of accurate and timely care to patients in complex environments, process improvement methodologies such as Lean can be very effective. Lean is a quality improvement methodology that seeks to add value for patients and employees by continuously improving processes and eliminating waste. At our institution, Lean principles were applied to improve efficiency and minimize waste in the diagnostic breast imaging reading room. This paper describes how we applied Lean principles, including plan-do-study-act testing, level-loading (heijunka), and visual management, to level the workload of the diagnostic radiologists in our practice. Implementation of these principles to improve the diagnostic workflow in breast imaging is described along with examples from our practice, including challenges and future opportunities.

scholarly journals Monitoring multinomial processes based on a weighted chi-square control chart

2021 ◽  
Vol 28 (3) ◽  
Author(s):  
Achouri Ali ◽  
Emira Khedhiri ◽  
Ramzi Talmoudi ◽  
Hassen Taleb
Keyword(s):  
Quality Improvement ◽  
Control Chart ◽  
Process Improvement ◽  
Average Run Length ◽  
The Other ◽  
Statistical Control ◽  
Chi Square ◽  
Crucial Step ◽  
Run Length ◽  
Control Situation

Abstract: Interpreting an out-of-control signal is a crucial step in monitoring categorical processes. For the Chi-Square Control Chart (CSCC), an out-of control situation does not specify if it was a process deterioration or a process improvement. For this reason, a weighted chi-square statistical control chart WSCC is proposed with different weighting categories in order to enable an accelerated disclosure of a control situation after a shift due to a deterioration of quality and on the other hand, decelerate an out of control situation after a shift due to a quality improvement. Furthermore, in comparison with Marcucci’s method, the new procedure provides an accurate and easier way to interpret several signals. In other words, the WSCC allows a faster detection of an out-of control situation in the case of a quality deterioration, however, an out-of control situation is not quickly detected in the case of a quality improvement. Indeed, comparative studies have been performed to find the best control chart for each combination. Concluding remarks with comments and recommendations are given based on Average Run Length (ARL) and standard deviation run length (SDRL).

scholarly journals Lean thinking turns ‘time is brain’ into reality

2015 ◽  
Vol 73 (6) ◽  
pp. 526-530 ◽  
Author(s):  
Li Min Li ◽  
Sharon Johnson
Keyword(s):  
Quality Improvement ◽  
Ischemic Stroke ◽  
Process Improvement ◽  
Value Added ◽  
Stroke Care ◽  
Time Frame ◽  
Acute Stroke Care ◽  
Lean Thinking ◽  
Time Element ◽  
Potential Opportunity

Intravenous rt-PA is an effective recanalizing treatment for ischemic stroke within 4 and half hours from its onset (Onset-to-Treatment [OTT]), with the best result seen in those treated within 90 minutes OTT. Yet few patients currently are treated in this time frame. From the standpoint of process improvement or a lean thinking perspective, there is a potential opportunity to reduce the time by eliminating non-value-added steps in each element of the stroke survival chain. The reduction in one time element does not necessarily shift the OTT under 90 minutes. Most likely, the reduction in OTT requires a coordinated approach to track and improve all elements of OTT, from the patient’s ability to recognize the onset of stroke up to delivery of medication. Shortening this total time should be a considered an indicator of quality improvement in acute stroke care.

An Ideation Framework for Service Process Improvement

2010 ◽  
Vol 1 (3) ◽  
pp. 17-49 ◽  
Author(s):  
Maya Kaner ◽  
Reuven Karni
Keyword(s):  
Best Practices ◽  
Process Improvement ◽  
Case Based Reasoning ◽  
Process Redesign ◽  
Road Map ◽  
Current State ◽  
Successful Design ◽  
New Ideas ◽  
Effectiveness And Efficiency ◽  
Improvement Methodologies

Service delivery processes play a key role in the competitiveness of modern organizations. Their effectiveness and efficiency are a consequence of successful design of new processes and improvement of existing processes. Improvement methodologies commonly focus on generic steps serving as a road map for moving a process from its current state along a guided path to better performance. However, these methodologies ignore the crucial step of methods for modifying processes, which often necessitate the generation of new improvement alternatives; generally based on “randomized” brainstorming rather than on systematic triggering of new ideas and reusing past improvements. The authors’ framework comprises and integrates 21 goal determinants to be achieved through process redesign, 32 best practices describing possible process modifications, 40 TRIZ inventive principles for generating new improvement ideas, and case-based reasoning (CBR) for retaining and reusing past improvements. This paper illustrates the application of the proposed methodology using an example of an inbound telesales process.

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