chapter 13 CSL

what is the key to successful producing high quality products in the fast-paced healthcare industry.

• A proactive (acting in advance)

• Avoiding technology investment
• Disregarding regulations
• Ignoring patient safety

department personnel providing all the information necessary for on-time delivery and use including the date, time and place when the tray or supply is needed, the patient's name, and room number or department? has the correct quantity been ordered? was the appropriate case cart ordered? and to ensure that the correct items are ordered?.

• Customer responsibilities

• Ignore department personnel and order items randomly
• Assume the correct quantity has been ordered without verification
• Order the items without considering the patient's name or room number

what responsibilities that refers about the order have been properly received/taken? was the order clarified with the requesting department? has the order been assed on to the appropriate area for processing? Was the order filled correctly and on time? Were the items properly prepared for transporting and delivered on time?.

• Ignoring the order clarification from the requesting department
• Sending the order to an inappropriate area for processing
• Filling the order incorrectly and late
• Central Service Responsibilities

What quality concerns should be addressed to discover quality problems?

• Address quality concerns related to color, shape, and size only.
• Ignore quality concerns and hope for the best.
• Focus on quality concerns related to smell and taste.
• is to place an instrument quality checklist with each processed tray, case cart or equipment item.

what should be measured to ensure the highest possible quality products and services from your department?

• Amount of coffee consumed by employees
• Number of office supplies purchased
• Distance traveled by the company vehicles
• relate to those receiving your products and services. The use of customer surveys, quality checklists, visits to and important concerns that should be addressed and measured.

it refers to wasted movement, as well as resources.

• ways

• disposal

• mistake

• Waste

Quality leaders make decisions based on _ rather than guesses. And they look for _ of problems rather than temporary solutions.

• feelings, symptoms
• intuition, outcomes
• factual data, root causes

• emotions, consequences

What are the three-step change management process?.

What are the commonly-used process improvement techniques?.

• Agile Development
• Waterfall Methodology
• Lean Six Sigma, Kaizen, Total Quality Management (TQM), Business Process Reengineering (BPR), Continuous Improvement (CI)

• Plan-Do-Check-Act, Failure Mode and effect Analysis, and Root Cause Analysis.

In PDCA that determine what is not going as expected, consider it to be an improvement opportunity, and a corrective action process.

• Recognize, Upgrade, Rectify
• Plan

• Spot, Develop, Fix
• Identify, Enhance, Resolve