Improvement cycle 3 identifying the cause of the

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management to gain further data and insight into the cancelled deliveries that are increasing. Improvement Cycle #3: Identifying the Cause of the Problem Finding the identification of the cause of the problem is a complex task because it requires the critical thinking of investigative evidence. Frequently asking, “why?” must always be asked to further continue the understanding of the process of which were unwinding. Brainstorming activities and the affinity diagram were used as tools to find the potential causes of our problem. The brainstorming aids by creating a free-thinking space of ideas while the affinity diagram categorizes the problems and lists the repercussions that follow them. Appendix D contains the results of our brainstorming in the affinity diagram and depicts the categories in which we grouped our ideas. Appendix E contains the interrelationship diagraph and depicts an analysis that we performed of those ideas. Lastly, the interrelationship diagram is used to find the root cause of the problem by visualizing the relationships between our ideas and allowing us to analyze the links more effectively. The extent of some relationships were not as visible before using this tool such as how important management was to driving the outcome of driver/courier performance. It was more evident that communication between management, patients and the delivery driver/courier was a primary cause of most of the cancellations. By employing the cycle #3 steps, we learned that the communication between all three parties previously mentioned should be improved to reduce the number of cancelled deliveries. If we were to repeat the cycle #3 process, we concluded that in addition to the providers of the service being interviewed (Coram, QuickScripts, Couriers), patients should also be interviewed to help identify how to reduce the number of cancelled deliveries. 4
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Keevin Lee, Chet Ball, David Oweh and Emmanuel Anyasor Improvement Cycle #4: Determining Recommended Solutions Throughout the cycles we were able to gather information on the process of couriering medical devices and the events that lead to their cancellations. Collectively, we were able to come up with a few different solutions that if implemented would be able to reduce the number of cancellations by at least 50%. We decided for cycle #4 to use a more structured style of brainstorming referred to as “round robin,” ensuring that we equally shared the floor during discussion. We also found that the “round robin” approach ensured that we were not repeating ideas that were already presented. We came up with a list of nine solutions to reduce the number of cancelled deliveries which are noted in Appendix F. We then employed multi-voting as a technique to further narrow down our list of solutions to a team consensus. Using the formula based on one third votes per the number of options, we determined that each member should have three votes. The details of our efforts implementing this technique are detailed in Appendix G. Based on the results of multi-voting, the most effective way to reduce the number of cancellations is to include additional time for the driver to call the patient to verify that they have been discharged from the hospital and are at home. By making this change to the current process, it saves time and lost revenue for both our client Coram and QuickScripts also. Throughout the
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  • Fall '19
  • The History of Middle-earth, Keevin Lee, Chet Ball, Emmanuel Anyasor, QuickScripts

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