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Process has a purpose. Process has beginning and end states. Process has needs or inputs. Process must have a clear target performance. Process output does vary due to uncontrolled sources of variation. Process must be evaluated based on its mean or typical performance, as well as range between worse and better performance levels.

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The SIPOC (supplier, input, process, output, and customer) diagram (Fig. 6.5) is used to expand the process map to identify players in the operation (Gupta et al., 2007). The

he Six Sigma Business Scorecard helps executive leadership and shareholders not only understand the company s performance through simple measurements, but also plan success. The Six Sigma Business Scorecard can help create a system that will improve the company s performance.

Pareto graph of missing doses by reason 100% 90% 80% Percent of sample 70% 60% 50% 40% 30% 20% 10% 0% RN didn t find Data entry/pharm Pt. Transfered Ca carbonate Bulk meds., FTC RN change sched No order New order Dose held PRN bag Significant few Trivial many Cumulative percent 80% line

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bene t of this tool is to identify all variables that affect the process s performance and then prioritize them. A work study shows how an employee spends his/her time working on different tasks. The analyst records a tally every minute in a specified area and observes the employee for a specified time. After the allotted time the analyst then records each task and can show the percentage of time the employee spends on each task. The force- eld analysis (Fig. 6.6) is a method to identify supportive and resistive resources that could be effectively utilized toward the process goals (Gupta et al., 2007). The objective is to identify factors to accelerate change or resistive resources that would slow process change. A project charter compiles the problem de nition, goals, objectives, and action plans to achieve them. It is a roadmap that

Justi es the project efforts with nancial impact. Describes the problem and its scope to be addressed by the project in the speci ed

If you want to do it all yourself, then you can see from Figure 10-7 that the process is a relatively easy one! You are going to need a saturated sugar solution, this will sit in the lid of your coffee jar. Now, take a large crystal of sugar, often sold as rock sugar and glue it to the end of the skewer. Next, drill a hole the same diameter as the skewer, and poke the skewer through the bottom of the coffee jar. Stand it on a windowsill and lower the crystal into the saturated sugar solution. Over some

Many companies neglect to plan for improvement, in both good times and bad. When the economy is strong, margins are good, and the company is profitable, the leadership does not sense the urgency to improve profitability through strategic planning. On the other hand, when the economy weakens, margins shrink, and profit evaporates faster than steam, the focus is directed to fighting fires rather than planning. Rather than plan to collect meaningful operational data, leadership develops a plan backward from sales numbers and hypothetical profitability projections. The numbers are allocated to managers, who then create measurement methods to achieve the desired numbers. When the net results of this effort are not good, the real problem areas become even more difficult to identify. Thus begins the spiral of cost management: cutting expenses, reducing the workforce, and streamlining the product or service portfolio.

time frame. Declares the goal, objectives, and measures of success. De nes the roles of the team members. Establishes the timeline, milestones, and key deliverables. Identi es required critical resources.

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Further escalation loop(s)

Process: Purpose/Scope: Suppliers - Requirement 1 - Requirement 2 - Requirement 3 Inputs - Input 1 - Input 2 - Input 3 Process - Process name - Process description

To be successful, leadership must gather information that accurately demonstrates what is happening in the business. Leadership must identify the key business measurements that indicate corporate wellness, gather operational performance data, identify opportunities for improvement, and use all this information to develop a strategic plan to improve business performance. The urgency to achieve the desired results must be clearly understood by the executive and management teams of the company.

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