The ASQ Pocket Guide to Failure Mode and Effect Analysis (FMEA) : How to Implement Lean Principles in Hospitals, Medical Offices, Clinics, and Other Healthcare Organizations.
Zidel, Tom.
The ASQ Pocket Guide to Failure Mode and Effect Analysis (FMEA) : How to Implement Lean Principles in Hospitals, Medical Offices, Clinics, and Other Healthcare Organizations. - 1st ed. - 1 online resource (273 pages) - ASQ Quality Management Division Economics of Quality Book Series . - ASQ Quality Management Division Economics of Quality Book Series .
Cover -- Title Page -- Copyright -- CIP data -- Table of Contents -- List of Figures -- List of Tables -- Preface -- Introduction -- Chapter 1: Risk -- Chapter 2: Reliability and FMEA -- Overview -- Need to Understand the Concept of Failure -- Design for Reliability -- Chapter 3: Prerequisites of FMEA -- Create an Effective FMEA Team -- Mind-Set of Minimizing Failures -- Chapter 4: What Is an FMEA? -- Definition -- Is FMEA Needed? -- Benefits of FMEA -- The Process of Conducting an FMEA -- Understand Your Customers and Their Needs -- What Happens after Completion of the FMEA? -- Vocabulary -- Chapter 5: Robustness -- Boundary Diagram -- Interface Matrix -- P-diagram -- Chapter 6: The FMEA Form and Rankings -- Severity Rating (Seriousness of the Effect) -- Occurrence Rating -- Detection Rating -- Classification and Characteristics -- Understanding and Calculating Risk -- Driving the Action Plan -- Chapter 7: Types of FMEAs -- FMEA Challenges -- Chapter 8: The Most Common Types of FMEAs -- Concept FMEA -- Design FMEA -- Process FMEA -- Equipment FMEA -- Chapter 9: Health FMEA -- Comparison of RCA and HFMEA -- The Process of the HFMEA -- Forms -- Detection -- Tools -- Chapter 10: Failure Mode, Effects, and Criticality Analysis (FMECA) -- Definition -- Unique Terms and Definitions -- Possible Sources for Identifying Functions -- The Process of Conducting an FMECA -- Benefits -- Tools -- Chapter 11: Control Plans -- Purpose of Control Plan -- When Control Plan Is Used -- Types of Control Plans -- Benefits -- Content of a CP -- FMEA /Control Plan Linkage -- Deficiencies in a Typical Control Plan -- Tools Used -- Chapter 12: Linkages -- Design Concept Input -- Process Concept Input -- Design Concept Output -- Process Concept Output -- Design Input -- Design Output -- Process Inputs -- Process Output -- Machinery Output -- Chapter 13: Tools. An Overview of Some Typical Tools Used in FMEA -- Chapter 14: Troubleshooting an FMEA -- After FMEA -- Header of FMEA -- Function/Purpose -- Potential Failure Mode -- Potential Failure Effect(s) -- Severity -- Classification -- Potential Cause(s)/Mechanism(s) of Failure -- Occurrence -- Prevention Controls -- Appropriate Controls Applied -- Detection -- Risk Priority Number (RPN) -- Recommended Action -- Responsibility/Target Completion Date -- Actions Taken/Revised Ratings -- Chapter 15: Typical Concerns When Conducting an FMEA -- 1. Common Team Problems -- 2. Common Procedural Problems -- 3. Institutionalizing FMEA in Your Company -- Chapter 16: FMEAs Used in Selected Specific Industries -- Automotive -- Aerospace -- Software -- Chemical/Pharmaceutical -- Chapter 17: ISO, Six Sigma, Lean, and FMEA -- ISO -- ISO/TS 16949 -- Six Sigma -- Lean -- After Improvements Are Made -- Concerns -- Selected Bibliography -- Index.
This book is an implementation manual for lean tools and principles in a healthcare environment. Lean is a growth strategy, a survival strategy, and an improvement strategy. The goal of lean is, first and foremost, to provide value to the patient/customer, and in so doing eliminate the delays, overcrowding, and frustration associated with the existing care delivery system. Lean creates a better working environment where what is supposed to happen does happen. On time, every time. It allows clinicians to spend more of their time caring for patients and improves the quality of care these patients receive. A lean organization values its employees and encourages their involvement in organizational initiatives which, in turn, sustains hospital-wide quality improvements. The opportunities for lean in healthcare are limitless. This is not a book to be read and forgotten, nor is it meant to sit on a book shelf as another addition to an impressive but underutilized collection of how-to books. As the name implies, it is a guide; a companion to be referenced again and again as the organization moves forward with its lean transformation.
9780873898997
Health services administration.
Industrial efficiency.
Just-in-time systems.
Electronic books.
RA971.Z53 2006
362.11068--dc22
The ASQ Pocket Guide to Failure Mode and Effect Analysis (FMEA) : How to Implement Lean Principles in Hospitals, Medical Offices, Clinics, and Other Healthcare Organizations. - 1st ed. - 1 online resource (273 pages) - ASQ Quality Management Division Economics of Quality Book Series . - ASQ Quality Management Division Economics of Quality Book Series .
Cover -- Title Page -- Copyright -- CIP data -- Table of Contents -- List of Figures -- List of Tables -- Preface -- Introduction -- Chapter 1: Risk -- Chapter 2: Reliability and FMEA -- Overview -- Need to Understand the Concept of Failure -- Design for Reliability -- Chapter 3: Prerequisites of FMEA -- Create an Effective FMEA Team -- Mind-Set of Minimizing Failures -- Chapter 4: What Is an FMEA? -- Definition -- Is FMEA Needed? -- Benefits of FMEA -- The Process of Conducting an FMEA -- Understand Your Customers and Their Needs -- What Happens after Completion of the FMEA? -- Vocabulary -- Chapter 5: Robustness -- Boundary Diagram -- Interface Matrix -- P-diagram -- Chapter 6: The FMEA Form and Rankings -- Severity Rating (Seriousness of the Effect) -- Occurrence Rating -- Detection Rating -- Classification and Characteristics -- Understanding and Calculating Risk -- Driving the Action Plan -- Chapter 7: Types of FMEAs -- FMEA Challenges -- Chapter 8: The Most Common Types of FMEAs -- Concept FMEA -- Design FMEA -- Process FMEA -- Equipment FMEA -- Chapter 9: Health FMEA -- Comparison of RCA and HFMEA -- The Process of the HFMEA -- Forms -- Detection -- Tools -- Chapter 10: Failure Mode, Effects, and Criticality Analysis (FMECA) -- Definition -- Unique Terms and Definitions -- Possible Sources for Identifying Functions -- The Process of Conducting an FMECA -- Benefits -- Tools -- Chapter 11: Control Plans -- Purpose of Control Plan -- When Control Plan Is Used -- Types of Control Plans -- Benefits -- Content of a CP -- FMEA /Control Plan Linkage -- Deficiencies in a Typical Control Plan -- Tools Used -- Chapter 12: Linkages -- Design Concept Input -- Process Concept Input -- Design Concept Output -- Process Concept Output -- Design Input -- Design Output -- Process Inputs -- Process Output -- Machinery Output -- Chapter 13: Tools. An Overview of Some Typical Tools Used in FMEA -- Chapter 14: Troubleshooting an FMEA -- After FMEA -- Header of FMEA -- Function/Purpose -- Potential Failure Mode -- Potential Failure Effect(s) -- Severity -- Classification -- Potential Cause(s)/Mechanism(s) of Failure -- Occurrence -- Prevention Controls -- Appropriate Controls Applied -- Detection -- Risk Priority Number (RPN) -- Recommended Action -- Responsibility/Target Completion Date -- Actions Taken/Revised Ratings -- Chapter 15: Typical Concerns When Conducting an FMEA -- 1. Common Team Problems -- 2. Common Procedural Problems -- 3. Institutionalizing FMEA in Your Company -- Chapter 16: FMEAs Used in Selected Specific Industries -- Automotive -- Aerospace -- Software -- Chemical/Pharmaceutical -- Chapter 17: ISO, Six Sigma, Lean, and FMEA -- ISO -- ISO/TS 16949 -- Six Sigma -- Lean -- After Improvements Are Made -- Concerns -- Selected Bibliography -- Index.
This book is an implementation manual for lean tools and principles in a healthcare environment. Lean is a growth strategy, a survival strategy, and an improvement strategy. The goal of lean is, first and foremost, to provide value to the patient/customer, and in so doing eliminate the delays, overcrowding, and frustration associated with the existing care delivery system. Lean creates a better working environment where what is supposed to happen does happen. On time, every time. It allows clinicians to spend more of their time caring for patients and improves the quality of care these patients receive. A lean organization values its employees and encourages their involvement in organizational initiatives which, in turn, sustains hospital-wide quality improvements. The opportunities for lean in healthcare are limitless. This is not a book to be read and forgotten, nor is it meant to sit on a book shelf as another addition to an impressive but underutilized collection of how-to books. As the name implies, it is a guide; a companion to be referenced again and again as the organization moves forward with its lean transformation.
9780873898997
Health services administration.
Industrial efficiency.
Just-in-time systems.
Electronic books.
RA971.Z53 2006
362.11068--dc22