d.Steps: 1)Define the objective and scope of the FMEA. 2)Assemble a multidisciplinary team 3)Graphically describe the processes and sub processes. For each function involved, identify the ways in which failure could occur. 4)Conduct a hazard analysis; including determining how serious each failure mode impact is and its likelihood. Often these are given a numerical value. 5)For each failure mode define the detection mode and how likely it is to detect a failure. 6)Determine priorities based on the aforementioned impact, likelihood and detection scores. 7)Develop and implement a mitigation plan of actions based on the information from the analysis as well as outcome measures to evaluate the results. Processes Possible Failure Impact of Failure Cause of Failure Detection Mode Severity score Likelihood probability Ability to detect Combined score
Page 31 Draft 5. 5.2016 15.Five-S a.Definition: A workplace organization scheme with a focus on neatness to support efficiency. It originated in the Toyota (Lean) method with its Japanese terms transliterated into English. It consists of five Japanese words beginning in “S”: Seiri, Seiton, Seiso, Seiketsu and Shitsuke, which means tidiness, orderliness, cleanliness, standardization and discipline and sometimes referred to as sorting, set in order, systematic cleaning, standardizing, and sustaining. Often significant improvements occur when a “5-S” exercise is done. Simple neatness produces benefits in efficiency and error reduction. Some healthcare organizations refer to 6-S where the concept of Safety & Security is added. The 5-S method is useful when an area should perform better and the idea can be used in conjunction with other interventions to assure maximum improvement. An existing lack of order in the workplace can constrain improvements of any type and harm quality. The 5-S process involved analysis of a location in terms of each of the 5, or 6, attributes. b.Literature: 5-S is described in most Lean and Six Sigma literature and various books on good management. 5-S for Healthcare (Lean Tools for Healthcare Series), Thomas L. Jackson, Productivity Press, 2009 Clinical 5-S For Healthcare [Paperback] Akio Takahara (Author), Enna; (September 15, 2010) c.Example: Staff is trained in what sort of workspace problems should be identified from a 5-S standpoint. A nursing station is reviewed, for example, in 5-S terms and the staff observes instruments not as orderly as they could be, supplies not stored in a standardized way and procedures not in place to assure that once the workplace becomes more neat that the change will be sustained. d.Steps: 1)Train individuals who will conduct the 5-S exercise in the principles and example of 5-S. They need to understand and be sensitive to the 5 (or 6) aspects which are necessary for a neat and hence productive workplace and that it is not intended to blame or penalize anyone. 2)Select a work area to be studied. This would likely start with areas expected to have poor productivity or quality but nearly all areas have potential improvements. 3)
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