Expert training for healthcare, with emphasis on the diagnostic laboratory.

Expert training for healthcare, with emphasis on the diagnostic laboratory.

Laboratory

References and Further Reading: BBSLO

Introduction to Lean 1.Ōno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, Mass: Productivity Press. 2.SanjayBhasin, Peter Burcher, (2006) “Lean viewed as a philosophy”, Journal of Manufacturing Technology Management, Vol. 17 Issue: 1, pp.56-72, https://doi-org.proxy.lib.wayne.edu/10.1108/17410380610639506 3.James L. Bossert, Grace L. Duffy, R. Dan Reid and James J. Rooney. Quality Society for Quality Glossary.(2018) 4.J Clin Microbiol. 2014 Jun;52(6):1812-7. doi: 10.1128/JCM.00099-14. Epub2014 Feb 26. […]

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BBSLO Lecture: A3 Standardize the Process

Standard Work is one of the fundamental concepts in Lean—without standard work, any gains will be short-lived.  Taiichi Ohno said that, “Where there is no standard, there can be no Kaizen.”  Standard work and Kaizen work hand-in-hand to continuously and iteratively drive improvement, but more about that in a minute. First, we need to define Standard work.  There are a number of

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BBSLO Lecture: A3 Short/Long Term Effectiveness Check

Short-and long-term effectiveness checks are presented along with methods for communicating and standardizing success. The most important aspect of the A3 method is determining the short-term and long-term effectiveness of the actions taken.  For the short term assessment (approx 6 months) the team uses the same measures they used to describe the current state and

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BBSLO Lecture: A3 Corrective Action/Implementation Plan

The sixth module introduces the tools for finding and implementing solutions.  The unit starts with selecting the highest ranked cause(s) and designing the solutions they think will eliminate the problem.  The continuous improvement implementation plan is based on the Plan, Do, Check, Act (PDCA) cycle first developed by Walter Shewhart and later championed by W. Edwards Deming. 

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