• Concentrate on speeding up value-adding operations rather than removing waste. • Keep the value stream moving at minimum velocity. 5. What is the starting point in developing a capacity plan for a health care operation? • Determining the effective capacity over time • Estimating design capacity • Forecasting patient demand for a reasonable length of time • Discovery of the bottleneck operation 6.
• Concentrate on speeding up value-adding operations rather than removing waste. • Keep the value stream moving at minimum velocity. 5. What is the starting point in developing a capacity plan for a health care operation? • Determining the effective capacity over time • Estimating design capacity • Forecasting patient demand for a reasonable length of time • Discovery of the bottleneck operation 6.
The team must determine and agree upon what changes it is seeking. These changes should be time-specific and measurable and define which patients will be affected (“Institute for Healthcare Improvement,” n.d.). How will we know that a change is an improvement? The team needs to establish measures that will reveal if a specific change leads to an improvement ((“Institute for Healthcare Improvement,” n.d.). What changes can we make that will result in improvement?
The delivery of the organization’s products and services is of key concern in Quality Improvement plan and aligning these strategies to the goal and mission of the organization. This paper will attempt to look at the Quality Improvement plan for The Reynolds Community Army Hospital. Structure Elements of a Quality Plan According to Persse, (2006), a QI plan will always have the following elements: definition of how the management intends to approach the issue of quality and the deliverables which must be accomplished over a given period of time. These deliverables must be inclusive of goals for the organization. The mission of the organization must be precise and must emphasize on the need for all the employees to identify with it.
Low inventory with materials sent directly to work stations C. Long term, collaborative contracts with suppliers D. The ability to “pull” production rather than “push” it from the front end E. All of the above Answer Key: E Question 3 of 8 12.5 Points Which of the following is not a definition of SCM? A. SCM is an integrating philosophy to manage the total flow of a distribution channel from supplier to the ultimate customer. B. SCM encompasses integrative management of the sequential flow of logistical, conversion and service activities from vendors to ultimate consumers necessary to produce a product of service efficiently and effectively. C. SCM is a strategic concept that involves the understanding and managing of the sequence of activities - from supplier to customer - that add value to the product supply chain. D. Supply chain management is the mathematical optimization of the supply chain system using formulas derived from operations research theory.
Submit an accurate copy of the computer-generated output from the appropriate decision analysis tool used in part A. a. Explain why the decision analysis tool you chose is the best fit for this problem. B. Analyze the reliability of the computer-driven shoe machines process in the Shuzworld Shanghai plant as directed in section 4 (“Meeting production challenges”) of the Shuzworld case study. 1. Recommend ways to increase the reliability of the system, using an appropriate decision analysis tool.
Thus, these theories may be viewed as more socially acceptable and more relevant to today’s workplace environment. II TAYLORISM A Overview of scientific management Federick W Taylor is best known for the establishment of scientific management. Taylor’s view on management was that “the principal object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee” (Taylor 1911). One main belief of Taylor was that a decrease in the effort expended to produce a good or service could be caused by increasing specialisation and the division of labour, ultimately resulting in a more efficient production process. Federick believed that to create an efficient division of labour, the informal rule-of-thumb knowledge must be replaced with scientific management techniques (Waddell 2013, p. 37).
To make improvements, an organization needs to understand its own delivery system and key processes. A health care delivery system consists of resources, activities, and results; these key components are also called inputs, processes, and outputs/outcomes. Activities or processes within a health care organization contain two major components: 1) what is done (what care is provided), and 2) how it is done (when, where, and by whom care is delivered). Improvement can be achieved by addressing either component; however, the greatest impact for QI is when both are addressed at the same time (Services, 2011). The biggest area for quality improvement in the scenario will focus on improvement for the patient.
The audit objectives auditors use to perform year-end sales cutoff tests are to determine if the information they obtained by the confirmation reduces the audit risk level. This has a heavy emphasis on the materiality of the account being assessed, and the lower the audit risk the better. The sales cutoff tests are usually performed based on the existence and completeness assertions regarding the accounts receivable balance (SAS No. 67, AU Section 330.09). 2.
Do you think Jim Sinegal is an effective CEO? What grades would you give him in leading the process of crafting and executing Costco’s strategy? What support can you offer for these grades? Refer to figure 2.1 in chapter2 in developing your answer. 4.