b Literature Allen Jane Jane Dyas and Margaret Jones Building consensus in

B literature allen jane jane dyas and margaret jones

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b. Literature: Allen, Jane, Jane Dyas, and Margaret Jones. "Building consensus in health care: a guide to using the nominal group technique." British Journal of Community Nursing 9.3 (2004): 110-114. Gallagher, Morris, et al. "The nominal group technique: a research tool for general practice?" Family Practice 10.1 (1993): 76-81. Van de Ven, Andrew H., and Andre L. Delbecq. "The effectiveness of nominal, Delphi, and interacting group decision making processes." Academy of Management Journal 17.4 (1974): 605- 621. c. Example: A panel of experts is assembled to decide on which way to solve a particular problem. They each have a different opinion as to what approach should receive the highest priority. While all of them are familiar with the problem being addressed some are more senior and experienced. The panel leader wanted to get everyone’s ideas and was concerned that a few individuals would dominate any discussion. By using the NGT the ideas were promptly gathered by e mail and summarized. The results were tabulated and a summary distributed to the full panel. A second survey was done again once the members had received a summary of the first set of responses. After that was distributed, the panel met to begin an in-person discussion of the solution. d. Steps: 1) Identify the group membership and the issue or topic to be addressed, such as the solution to a problem 2) Survey the members for their input to the issue and the priority they would give to each of their contributions
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Page 50 Draft 5. 5.2016 3) Summarize the responses in terms of frequency and priority but without indentifying individuals 4) Return the summary to the members 5) Repeat the survey, response and summarizing cycle as necessary or until no further changes occur and then open to panel to group discussion, if appropriate, for additional input Specifics of the implementation of NGT vary depending on the intent and the resources available. 29. Overproduction Assessment a. Definition : One of the most common and costly types of “waste”, as waste is defined in the Lean method, that occurs in healthcare is “overproduction”. This refers to work done which need not be done as far as the patient is concerned. This may mean services rendered which could have been avoided; obsolete items, excessive inventory, or work being done before it is needed. It is found in all industries but may be more common in healthcare because of the feeling that extra preparation seems like more service for the patient even when it isn’t. Economists point out that much of overproduction is caused by wrong incentives; there are revenue incentives to over-order or there are incentives to store excessive inventories and to provide more services than truly useful. b. Literature: There are considerable literature and practice guidelines to help avoid overproduction in healthcare, although not always using that word. In terms of clinical practices it is sometimes referred to as over-ordering or unnecessary ordering. The Lean literature describes the causes and types of overproduction and how to locate overproduction.
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  • Spring '18
  • Professor Obura Oluoch

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