The diagram in appendix a shows the steps we

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SIPOC diagram. The diagram in Appendix A shows the steps we identified. Appendix A contains the seven key steps in the process. In our analysis of the problem, we used the SIPOC diagram to helps get a clear understanding of the main steps of a process. It provides a structured way for an improvement team to discuss and visualize a process and get a consensus on what the main points are before drawing a process flow map. This allows us to look at the process from a high-level so that we can all understand how the process works. To develop the SIPOC diagram we looked at the sequence of how the work is done and then further identified the inputs, suppliers, outputs, and the customers. We then had a group meeting where we interviewed Keevin to construct the flow diagram. The process workflow is included in Appendix B – Flowchart. By transferring the steps into a flowchart, we were then able to include more detail steps in the workflow. The flowchart builds on the information from the SIPOC by providing a more detailed visual representation of the steps involved in the process. 2
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Keevin Lee, Chet Ball, David Oweh and Emmanuel Anyasor Creating the flowchart helped the entire team improve our problem-solving process and identify what could be further refined. For instance, it aided in further developing a better and more extensive SIPOC diagram. We learned by following the cycle #1 process that there were many more steps in the QuickScripts delivery process than we had originally understood. In turn, the new and improved SIPOC caused the team to add even more steps and detail to the revised flowchart. The improved flowchart aided in the team understanding and identifying awareness of what other steps that could potentially reduce cancelled deliveries. If we were to repeat the work in this improvement cycle using the same tools, we would have a broader scope of interviews that would include Coram staff members so that we could include more steps in the workflow diagram. This diagram is such a crucial first step in the problem-solving process and leads to a better process overall. Improvement Cycle #2: Measuring Current Process Performance To gain further understanding of how we can achieve our goal of reducing cancelled deliveries by 50% and gain a baseline measurement, we created a run chart that is provided in Appendix C. The run chart is a line graph of data plotted over a specific time interval. It is a useful tool in providing trends or patterns in the process. To accomplish this, we discussed the best approach was for us to view how many cancelled deliveries there are. Again, the data provided was obtained through interviews with Coram HealthCare management and the review of delivery logs. The run chart was able to show an upward trend in the data gathered from Jan 1 st – Feb 22 nd (2019). What we learned from the run chart is that there is an average of roughly 15 cancelled deliveries per week. We learned that the median and mode of the data are both 15. The standard deviation is 1.704. This was alarming because before using the run chart we were not aware that the cancelled deliveries were on an increasing trajectory. If we were to repeat this 3
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Keevin Lee, Chet Ball, David Oweh and Emmanuel Anyasor process, we would interview not only QuickScripts management but also Coram HealthCare management to gain further data and insight into the cancelled deliveries that are increasing.
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  • Fall '19
  • The History of Middle-earth, Keevin Lee, Chet Ball, Emmanuel Anyasor, QuickScripts

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