Root Cause Analysis, Six Sigma, and Overall Quality Control and Lean Concepts

Winters-Miner, Linda A.; Bolding, Pat S.; Hilbe, Joseph M.; Goldstein, Mitchell; Hill, Thomas; Nisbet, Robert; Walton, Nephi; Miner, Gary

doi:10.1016/b978-0-12-411643-6.00011-9

Cited by 3 publications

(5 citation statements)

References 14 publications

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“…According to several authors (Andersson, Eriksson and Torstensson, 2006;Collins and Wiersma, 2008;Cankovic et al, 2009;Antony and Kumar, 2012) for the success of the implementation of Lean and/or Six Sigma philosophies it is necessary, namely, training, dedicated teams and involvement of employees. It is also important the commitment of the leadership in the creation of an organisational and multidisciplinary structure, with delineation of the different responsibilities (Juran and Godfrey, 1998;Linderman et al, 2003;McCarty et al, 2004;Andersson, Eriksson and Torstensson, 2006;Zayko, 2007;Collins and Wiersma, 2008;Cankovic et al, 2009;Halwachs-Baumann, 2010a;Antony and Kumar, 2012;Moraes et al, 2013;Westcott and Duffy, 2014;Santos, 2014;Winters-Miner et al, 2015). In view of the above, it seems possible to state that in the laboratories that implemented the philosophies there may have been some failure in terms of training and team involvement.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

“…Several components are listed as necessary for the implementation of a Six Sigma project, such as the infrastructure, organization, training, statistical tools, highlighting as essential the involvement of the management/administration. In its implementation it is necessary to create an organizational and multidisciplinary structure with delineation of the different responsibilities and functions within the team, which should be hierarchically distributed as follows: Sponsor, Master Black Belt, Black Belt and Green Belt (Andersson et al, 2006;McCarty et al, 2004;Westcott and Duffy, 2014;Winters-Miner et al, 2015). One of the characteristics of Six Sigma initiatives is that they involve intensive training and teams dedicated 50% to 100% of their time to improvement projects (Juran and Godfrey, 1998;Linderman et al, 2003).…”

Section: Six Sigmamentioning

confidence: 99%

“…The Six Sigma philosophy is supported by a methodology, which is based on five phases: Define, Measure, Analyze, Improve and Control (DMAIC) and focuses on existing processes to improve their performance (Andersson et al, 2006;Silva, 2013;Winters-Miner et al, 2015). A variation on DMAIC is Design for Six Sigma (DFSS), which is intended for the development of new processes, products or services.…”

Section: Six Sigmamentioning

confidence: 99%

“…A variation on DMAIC is Design for Six Sigma (DFSS), which is intended for the development of new processes, products or services. This methodology is also implemented in five steps: Define, Measure, Analyze, Design and Verify (DMADV) (Linderman et al, 2003;Andersson, Eriksson and Torstensson, 2006;Silva, 2013;Winters-Miner et al, 2015).…”

Section: Six Sigmamentioning

confidence: 99%

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Lean and Six Sigma Philosophies and Organizational Performance: A Study in Portuguese Laboratories

et al. 2023

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Purpose: This research aimed to make a diagnosis of the implementation of Lean and Six Sigma philosophies in Portuguese laboratories and to evaluate the impact of these philosophies on organizational performance. Methodology/Approach: A quantitative research methodology was used, based on the survey research strategy, and using as data collection instrument an original online questionnaire, validated and distributed to the Portuguese laboratories via email. The sample was composed by 106 laboratories. Descriptive and inferential statistical analysis were applied to the data, using IBM SPSS software. Findings: It was found that most laboratories do not know the Lean Approach and/or Six Sigma philosophies, and their implementation occurred in about one tenth of the sample. The laboratories that implemented the philosophies were found to have a larger number of employees and turnover. Finally, regarding organizational performance it was found to be superior in laboratories that implemented at least one of the philosophies when compared to laboratories that did not implement any Lean and/or Six Sigma philosophy. Research Limitation/Implication: The small sample size, which corresponds to approximately 15% of the population, is the main limitation of the study. Originality/Value of paper: This study is the first diagnosis on the application of Lean and Six Sigma philosophies made in the Portuguese laboratory market, and may provide relevant inputs for decision-making in this context.

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Section: Discussion Of Resultsmentioning

confidence: 99%

Section: Six Sigmamentioning

confidence: 99%

Section: Six Sigmamentioning

confidence: 99%

Section: Six Sigmamentioning

confidence: 99%

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Lean and Six Sigma Philosophies and Organizational Performance: A Study in Portuguese Laboratories

et al. 2023

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“…Total Quality Management (TQM) methods can be applied to identify and prevent health-related problems. A recently published review pinpoints all aspects of health-related issues that can be handled by quality tools [19]. Studies have shown the importance of applying quality control techniques in improving pharmacotherapy and in reducing errors.…”

Section: Introductionmentioning

confidence: 99%

Pharmacologic Stewardship in a Rural Community Pharmacy

Sardeli,

Athanasiadis,

Stamoula

et al. 2023

Healthcare

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Background: Pharmacotherapy is an essential part of patient care. In order to achieve optimal health outcomes, safe and effective prescribing and administering of medications is crucial, especially since the process of pharmacotherapy can cause serious problems, mainly adverse events and/or interactions, that often pass undetected. Objective(s): To investigate the feasibility of using community pharmacies as checkpoints to detect errors and failures in prescribing, as well as patients’ compliance with pharmacotherapy. To this end, analysis and recording of the prescribing process was carried out and error-prone points were identified. Methods: Patients and caregivers filling prescriptions during the first 4 weeks of November 2017 and February 2018 answered questions in order to evaluate their attendance of regular checkups and their compliance with prescribing instructions. All prescriptions filled at the pharmacy were examined for detection of prescription errors and drug–drug interactions. Statistical analyses, including calculations of the correlation coefficient phi (φ), chi-square, and confidence intervals, were carried out. Detected errors and failures were evaluated by application of the Health Failure Mode Effect Analysis (HFMEA) quality tool. Results: A significant number of patients (16.7%) failed to regularly attend checkups regarding known health problems (95% CI: 10.6–22.7%), a corresponding percentage (16%, 95% CI: 10.1–21.9%) did not comply with prescribed pharmacotherapy, and a significant proportion of patients self-medicated regularly (32%, 95% CI: 24.5–39.5%). A total of 8.6% of prescriptions included medication combinations with a potential for severe drug–drug interactions (95% CI: 7.1–10.2%) while 58.7% of the prescriptions included combinations that could lead to moderate ones (95% CI: 56.1–61.4). The HFMEA indicated that all problems recorded required immediate interventions, except for prescribing errors. Conclusions: Community pharmacies can be potential checkpoints for the detection and evaluation of prescribing errors and pharmacotherapy failures.

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