Facebook as Marketing Tools for Organizations

2019 ◽

pp. 92-105 ◽

Cited By ~ 2

Author(s):

Siti Farzana Izzati Jaman ◽

Muhammad Anshari

Keyword(s):

Knowledge Management ◽

Root Cause Analysis ◽

Future Research ◽

Management Tools ◽

Cause Analysis ◽

Root Cause ◽

Knowledge Management Tools ◽

Facebook Marketing

Facebook has become widely known around the globe. This chapter applies marketing techniques to Facebook. The concern of using Facebook for both users and marketers is also elaborated in this study. Scenarios will help marketers to comprehend how knowledge management tools like plan-do-check-act (PDCA) and root cause analysis (RCA) are used in Facebook marketing. Other than the concern risk, the chapter presents the importance of using Facebook as well as the implication of these technique for future research.

Download Full-text

Unplanned return presentations of older patients to the emergency department: a root cause analysis

BMC Geriatrics ◽

10.1186/s12877-020-01770-x ◽

2020 ◽

Vol 20 (1) ◽

Author(s):

Babiche E. J. M. Driesen ◽

Hanneke Merten ◽

Cordula Wagner ◽

H. Jaap Bonjer ◽

Prabath W. B. Nanayakkara

Keyword(s):

Older Patients ◽

Root Cause Analysis ◽

Initial Presentation ◽

Future Research ◽

Process Of Care ◽

Related Factors ◽

Cause Analysis ◽

Root Cause ◽

Progression Of Disease ◽

Insight Into

Abstract Background In line with demographic changes, there is an increase in ED presentations and unplanned return presentations by older patients (≥70 years). It is important to know why these patients return to the ED shortly after their initial presentation. Therefore, the aim of this study was to provide insight into the root causes and potential preventability of unplanned return presentations (URP) to the ED within 30 days for older patients. Methods A prospective observational study was conducted from February 2018 to November 2018 in an academic hospital in Amsterdam. We included 83 patients, aged 70 years and older, with an URP to the ED within 30 days of the initial ED presentation. Patients, GPs and doctors at the ED were interviewed by trained interviewers and basic administrative data were collected in order to conduct a root cause analysis using the PRISMA-method. Results One hundred fifty-one root causes were identified and almost half (49%) of them were disease-related. Fifty-two percent of the patients returned to the ED within 7 days after the initial presentation. In 77% of the patients the URP was related to the initial presentation. Patients judged 17% of the URPs as potentially preventable, while doctors at the ED judged 25% and GPs 23% of the URPs as potentially preventable. In none of the cases, there was an overall agreement from all three perspectives on the judgement that an URP was potentially preventable. Conclusion Disease-related factors were most often identified for an URP and half of the patients returned to the ED within 7 days. The majority of the URPs was judged as not preventable. However, an URP should trigger healthcare workers to focus on the patient’s process of care and their needs and to anticipate on potential progression of disease. Future research should assess whether this may prevent that patients have to return to the ED.

Download Full-text

Back to the Future Using Root Cause Analysis as a Proactive Risk Management Tool

Volume 2: Pipeline Integrity Management ◽

10.1115/ipc2014-33732 ◽

2014 ◽

Author(s):

Phillip Nidd ◽

Terence Thorn ◽

Monica K. Porter

Keyword(s):

Asset Management ◽

Human Error ◽

Root Cause Analysis ◽

Management Tool ◽

Management Tools ◽

Cause Analysis ◽

Root Cause ◽

Management Standards ◽

Underlying Causes ◽

Definition Of

Root Cause Analysis (RCA) can be an effective proactive methodology to forecast or predict probable events even before they occur. It’s use has been embraced by regulators and can be found in the most advanced management tools such as the recently published ISO 55000 series of international management standards for asset management. An RCA identifies both the obvious and the underlying causes of an event so that specific solutions can be implemented. A complete RCA consists of a clear definition of the issue, a thorough analysis supported with evidence and a specific action plant for implementing solutions. In this respect, what may have appeared as a material failure or “human error,” can often be shown to be the result of an inadequate infrastructure management systems or the failure of management processes. Generally thought of as a reactive method of identifying the causes of past incidents, this paper will describe the elements of an RCA and how it can be a powerful tool to identify systems or behaviors that when modified or corrected, will prevent recurrence of similar outcomes.

Download Full-text

Root Cause Analysis in Post Project Phases as Application of Knowledge Management

Sustainability ◽

10.3390/su11061667 ◽

2019 ◽

Vol 11 (6) ◽

pp. 1667 ◽

Cited By ~ 1

Author(s):

Radek Doskočil ◽

Branislav Lacko

Keyword(s):

Qualitative Research ◽

Knowledge Management ◽

Czech Republic ◽

Root Cause Analysis ◽

Structured Interview ◽

Cause Analysis ◽

The Czech Republic ◽

Root Cause ◽

Project Analysis ◽

Project Phases

This paper is focused on the root cause analysis of post project phases. The research has been linked to the identification of the 21 most common reasons for not executing post project phases. The main aim of this paper is to identify the root causes of not executing selected post project phases. The empirical research was performed as qualitative research employing the observation and inquiry methods in the form of a controlled semi-structured interview. The research was realised in the Czech Republic in 2017 and 2018. The key performances for ensuring a functional, effective and systematic post project process are based on the principles of knowledge management. The identified causes were used as inputs for the proposed measures with the aim to make the post project process more effective. The main contribution of the paper is the overview of techniques that may be recommended for post project analysis. These techniques are demonstrated in detail on particular examples of the analysis of the most common reasons for failure to implement post project phases. The described examples demonstrate the procedure to be followed in order to identify the root cause of the analysed phenomenon. At the same time, the paper also describes proposals of recommended measures that should minimize the root causes resulting in negative outcomes. The paper explicitly emphasizes and shows the connection between knowledge management and post project phase effectiveness.

Download Full-text

Improving patient wait time by implementing visual management tools in an outpatient oncology infusion unit.

Journal of Clinical Oncology ◽

10.1200/jco.2017.35.8_suppl.200 ◽

2017 ◽

Vol 35 (8_suppl) ◽

pp. 200-200

Author(s):

Kit Yu Lu ◽

Candace Fuerst ◽

Irina Veytsman

Keyword(s):

Drug Delivery ◽

Wait Time ◽

Root Cause Analysis ◽

High Impact ◽

Staff Satisfaction ◽

Blood Draw ◽

Management Tools ◽

Cause Analysis ◽

Root Cause ◽

Patient Wait Time

200 Background: The number of cancer diagnosis and oncology visits have increased by 30% over the past decade nationwide. Similarly, our institution also experienced more than 30% growth this past year due to increased number of physicians and patients. However, the amount of resources including staffing, infusion chairs, and hour of operation remained the same. This has caused significant delays for patients and decreased patient/staff satisfaction. Methods: Visual Management tools can be used to communicate information by using visual diagrams instead of text. Various instruments were used to visually assess patient flow during their chemotherapy admission in the infusion unit. The workflow process was organized into a Value Stream Map. Root cause analysis was performed for high problematic areas. Results: Average patient wait time were as follows: patient registration to infusion chair (20min; range 5-45min), chair to nurse assessment (15min; range 0-30min), blood draw to “ok for treatment” (60min; range15-90min), “ok to treatment” to drug delivery (20min; range 15-30min). Through visual stream mapping, we identified the complexity of work flow and areas of highest impact for patient wait time (ex. blood draw/laboratory process, drug delivery). We used root-cause analysis to identify deficiencies and limitation in the process. Pick chart was created to assess and stratify useful ideas and current resources. We achieved several low effort/high impact interventions (i.e. designated parking space for drug delivery, supplying tools in nursing stations) and some high effort/high impact interventions (i.e. extending office hours and making changes to our computer order systems). These strategies has improved efficiency and decreased wait time by more than 50%, and also improved patient and staff satisfaction. Conclusions: Incorporation of Visualization Management tools helped engaged our high stake holders in the improvement processes. These tools helped facilitate a deeper understanding of department workflow, identify issues in the process, standardize the process and improve efficiency.

Download Full-text