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Essay / Research Paper Abstract
This 3 page paper looks at two articles concerning change within an organization using the DMAIC process, where there are stages to define, measure, analyze, improve, and control the change. The use of the process within a hospital and a call center outlined, compared and contrasted. The bibliography cites 3 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEdmaic1.rtf
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Unformatted sample text from the term paper:
when they sought to improve their cardiac cath labs (Konopka et al, 2009) and in the call centre working for a financial institution reported by Williams (2009). These are two
very different environments, but the same define, measure, analyze, improve, and control method was used in each. To look at the way this potentially useful generic process the way it
was used in these divergent scenarios may be examined and then compared and contrasted. In the hospital had a comprehensive define phase saw a charter developed, which was used
to define the project, this created a defined the problem of 62% of first cases failing to start on time, and a goal, which was for 80% to start on
time the definition also identified those involved and created an agreed upon time line (Konopka et al, 2009). The measurement phase was designed sing a fishbone diagram, starting with the
arrival of the patient and following them though to the competition of the assessments by the different medical staff. The analysis phase saw the use of a statistical analysis to
assess where there were statistically significant divergences from the assessed times (Konopka et al, 2009). The data was used to identify the areas where improvement would yield the best results
and the processed were revised using a process flow map to help the redesign, this was re-measured to assess the improvement (Konopka et al, 2009). The controls include regular reporting
on the monitoring of the number of on time first case starts (Konopka et al, 2009). The call centre is operating in a different environment, handling calls for a financial
institution branch support. The firm had made an investment in software that had the aim of increasing efficiency by shortening call times and reducing labor needs. However, the call center
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