A NEW PROCESS IMPROVEMENT CAPABILITY INDEX OF CONSIDERING COST TO SELECT SUPPLIER

Author(s):  
K. S. CHEN ◽  
S. L. YANG ◽  
J. M. HUANG ◽  
C. Y. HSIEH
2021 ◽  
Vol 11 (10) ◽  
pp. 4344
Author(s):  
Kuen-Suan Chen ◽  
Shui-Chuan Chen ◽  
Ting-Hsin Hsu ◽  
Min-Yi Lin ◽  
Chih-Feng Wu

The Taguchi capability index, which reflects the expected loss and the yield of a process, is a useful index for evaluating the quality of a process. Several scholars have proposed a process improvement capability index based on the expected value of the Taguchi loss function as well as the corresponding cost of process improvement. There have been a number of studies using the Taguchi capability index to develop suppliers’ process quality evaluation models, whereas models for evaluating suppliers’ process improvement potential have been relatively lacking. Thus, this study applies the process improvement capability index to develop an evaluation model of the supplier’s process improvement capability, which can be provided to the industry for application. Besides, owing to the current need to respond quickly, coupled with cost considerations and the limits of technical capabilities, the sample size for sampling testing is usually not large. Consequently, the evaluation model of the process improvement capability developed in this study adopts a fuzzy testing method based on the confidence interval. This method reduces the risk of misjudgment due to sampling errors and improves the testing accuracy because it can incorporate experts and their accumulated experiences.


Metrika ◽  
1997 ◽  
Vol 45 (1) ◽  
pp. 213-224 ◽  
Author(s):  
Arjun K. Gupta ◽  
S. Kotz

Stroke ◽  
2021 ◽  
Vol 52 (Suppl_1) ◽  
Author(s):  
Tammy Watts

Background and Purpose: When stroke patients arrive to the hospital, it is imperative to have a clear picture of what occurred during transport from home, scene or other facility. The stroke team encountered difficulties in obtaining emergency medical services (EMS) run sheets in real time. We also found that these records, even when obtained, were often not scanned into the electronic medical record (EMR). Methods: We created a plan of action with our ED Stroke Champions, which involved development of an automated system to streamline the process of the run sheet scanning into EMR. In December 2019 barcode scanning devices were purchased and placed in the ED to facilitate this process. Ongoing education of the new process was conducted via email to notify our EMS partners of these changes, as well as face to face discussions whenever possible. Laminated color copies of the visual aide were posted at the central scanner location and in the EMS room in the ED. The process was that the EMS partners would:•receive the patient’s medical record number with barcode•stop at a central scanner•send the EMS run sheet directly into the EMR This process began on December 16, 2019. Three days before, another email went out to all EMS partners describing the process with a visual aide. Laminated color copies of the visual aide were posted at the central scanner location and in the EMS room in the ED. Results: In November 2019, 20 eligible ground EMS run sheets were sent to the Medical Records department for EMR scanning. After review, 13 (65%) were found scanned into the EMR. A review of January-July 2020 showed the following eligible scanned run sheets into EMR.•January 2020, 1 out of 21 (4.5%)•February 2020, 4 out of 26 (1.5%)•March 2020, 2 out of 17 (12%)•April 2020, 5 out of 15 (33%)•May 2020, 12 out of 18 (67%)•June 2020, 7 out of 7 (100%) Conclusions: With implementation of an automated process, significant improvement has been seen in obtaining and scanning run sheets. This will lead to better decision making regarding acute treatments in stroke patients.


1980 ◽  
Vol 53 (5) ◽  
pp. 1215-1225 ◽  
Author(s):  
R. A. Swor ◽  
L. W. Jensen ◽  
M. Budzol

Abstract A technical advance in the size reduction of cured scrap rubber has been achieved by a new process. The performance of products whose particle dimensions are 90% under 20 µm in diameter has been described in this study. When small panicle size rubber made by this process is used to extend high quality compounds, the degree of retention of key properties of the extended compounds surpasses that of compounds extended with conventional recycled materials. Many unexpected product and process improvement characteristics have been reported. In most cases, the properties of the extended compound are close to those of the unextended compound, even at high loading levels. Initial trials using this unique paniculate rubber at up to 30% concentrations in bias-ply passenger tire treads have shown no performance deficiencies. The addition of RR does not require any special processing techniques, mixing cycles, or equipment. Substantial cost savings are possible by extending virgin rubber compounds with ultrafine recycled rubber.


Stroke ◽  
2012 ◽  
Vol 43 (suppl_1) ◽  
Author(s):  
Mary Spencer ◽  
Renee B Van Stavern ◽  
Peter Panagos ◽  
Adrienne Ford ◽  
Brian Hoff ◽  
...  

Background and Purpose: Acute therapies offered at comprehensive stroke centers require the rapid transfer of stroke patients from outlying hospitals. Here, we describe the application of Lean manufacturing process improvement methods to stroke care in order to accelerate the transfer of patients from outlying hospitals. Methods: A multidisciplinary team of Stroke Neurologists, Vascular Neurosurgeons, ED Physician, Call Center staff and Lean Performance Management Engineers critically evaluated the chain of events required to accept a patient for transfer from outlying hospitals. Barriers and inefficiencies were identified in a “current state” Value Stream Map (VSM). A “future state” VSM created a new process for stroke patient transfer by overcoming the identified barriers and was implemented in March, 2011. Metrics were prospectively collected for a 4-month period prior to (7/1/10-10/30/10) and after implementation of the “future state” VSM (3/1/11-6/30/11), and included: mean time from call start to physician acceptance, percent of calls resulting in acceptance of patients within 15 minutes, total number of patients accepted within 15 minutes over 4 months, and total number of calls. Student’s T-test was used to compare means, while Chi-square test was used to compare ratios. Results: Identified barriers to rapid acceptance of patients included: 1) inefficient distribution of cases between services (neurology vs. neurosurgery); 2) calls frequently transferred from one physician to another on other services; and 3) lack of available beds resulting in acceptance delays. To overcome these inefficiencies, a new process was created with the following changes: 1) alternating call coverage shared between neurology and neurosurgery; 2) immediate acceptance of the patient with behind the scenes patient allocation to appropriate service; 3) direct involvement of patient placement services in transfer process. Mean time to acceptance decreased significantly from 14 min prior to new protocol implementation to 9 minutes (p< 0.03). The total number patients accepted within 15 minutes increased from 186 to 307 during this 4-month period. Percent accepted within 15 minutes also increased from 73% to 92% (p<0.0002). In addition, the rate of patient calls (#calls/month) increased after new protocol implementation (see table ). Conclusions: Lean manufacturing process improvement tools are effective in designing hospital and physician work flow to help improve stroke care. Such practices require a collaborative approach including all parties involved in the process.


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