This document provides guidance on problem solving techniques and tools for health extension workers. It discusses defining problems, measuring their magnitude, generating alternative solutions, and setting objectives. Key steps in the problem solving process include identifying and prioritizing problems, analyzing causes, examining countermeasures, and assessing solutions. Tools that can be used include fishbone diagrams, brainstorming, line graphs and tree diagrams to help analyze problems and their root causes in a systematic way. The overall goal is to implement measurable solutions to identified challenges in healthcare.
Problem Solving and Making Decisions at Business OrganizationsNusaike Mufthie
This document provides information on problem solving and decision making. It discusses identifying problems in an organizational group and defining what a problem is. It then covers various problem solving techniques like Pareto analysis, root cause analysis, fishbone diagrams, and bottleneck identification. The document also discusses the importance of problem solving, barriers to problem solving, and attitudes that can hinder ideas. Finally, it addresses decision making models and provides steps for making ethical decisions in an organization.
This document provides an overview of defining a research problem. It discusses what constitutes a research problem, the process of selecting a problem, criteria for evaluation, and techniques for defining the problem. Key points include:
- A research problem is a situation or circumstance that requires a solution to be described, explained, or predicted. It must have an individual/group with a difficulty, objectives to attain, alternative means to reach objectives, and some doubt regarding alternatives.
- Problems should be significant, researchable, likely to lead to further research, suitable for the researcher, original, and feasible within time/resource constraints.
- Defining the problem properly is important to be on track. Techniques include general problem statements
The document summarizes responses from experts to key points raised about using multi-criteria decision analysis (MCDA) for health care decisions. Some of the main points made are:
- MCDA should not be assumed to always be the right solution and needs to be appropriate for the specific decision context.
- Iterative development and validation of MCDA models is important.
- MCDA can improve decision making if done rigorously and informed by the wider MCDA literature, learning from common mistakes.
- Future work should develop recommendations for typical health decision problems and address non-trivial issues specific to different decision types.
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
This document provides guidance on selecting a theme for a Kaizen event using a step-by-step process. It defines a Kaizen theme as a problem or opportunity for improvement identified from issues in the workplace. The workshop participants first brainstorm and list problems, then categorize them as either small improvements that can be quickly addressed or larger themes requiring more effort. Feasibility of the larger themes is then evaluated using a matrix diagram to score factors like impact, urgency, and available resources to select the highest priority Kaizen theme for implementation. Selecting the right theme is important for achieving impact through continuous improvement efforts.
2.TOPIC SELECTION and standard operating procedure.pptx4negero
This document provides guidance on selecting a research topic and formulating the problem statement in a research proposal. It discusses the importance of systematically analyzing the research problem through discussions with relevant stakeholders to clarify issues and identify contributing factors. Key criteria for selecting a topic are outlined, including relevance, avoidance of duplication, urgency of data needed, political and ethical acceptability, and feasibility. Guidelines are provided for analyzing the problem through specifying the core issue, quantifying its distribution and severity, and diagramming relationships between the problem and contributing factors. The statement of the problem should justify the health issue, describe the problem nature and context, analyze influencing factors, discuss past solutions, and describe the expected utility of research findings. Formulating the problem clearly is emphasized
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard.... if you want to know gothrough my presentations..
This is my first presentation posted in Slideshare
The document outlines Ha Dao's presentation on effective problem solving and prevention. It discusses integrating purpose, process, and people to drive a continuous improvement culture. The presentation highlights best practices for problem solving, illustrates with a case study, and calls leaders to clarify roles and behaviors to solve problems quickly. The goal is to exceed customer expectations through kaizen in purpose, people, process, and culture.
Problem Solving and Making Decisions at Business OrganizationsNusaike Mufthie
This document provides information on problem solving and decision making. It discusses identifying problems in an organizational group and defining what a problem is. It then covers various problem solving techniques like Pareto analysis, root cause analysis, fishbone diagrams, and bottleneck identification. The document also discusses the importance of problem solving, barriers to problem solving, and attitudes that can hinder ideas. Finally, it addresses decision making models and provides steps for making ethical decisions in an organization.
This document provides an overview of defining a research problem. It discusses what constitutes a research problem, the process of selecting a problem, criteria for evaluation, and techniques for defining the problem. Key points include:
- A research problem is a situation or circumstance that requires a solution to be described, explained, or predicted. It must have an individual/group with a difficulty, objectives to attain, alternative means to reach objectives, and some doubt regarding alternatives.
- Problems should be significant, researchable, likely to lead to further research, suitable for the researcher, original, and feasible within time/resource constraints.
- Defining the problem properly is important to be on track. Techniques include general problem statements
The document summarizes responses from experts to key points raised about using multi-criteria decision analysis (MCDA) for health care decisions. Some of the main points made are:
- MCDA should not be assumed to always be the right solution and needs to be appropriate for the specific decision context.
- Iterative development and validation of MCDA models is important.
- MCDA can improve decision making if done rigorously and informed by the wider MCDA literature, learning from common mistakes.
- Future work should develop recommendations for typical health decision problems and address non-trivial issues specific to different decision types.
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
This document provides guidance on selecting a theme for a Kaizen event using a step-by-step process. It defines a Kaizen theme as a problem or opportunity for improvement identified from issues in the workplace. The workshop participants first brainstorm and list problems, then categorize them as either small improvements that can be quickly addressed or larger themes requiring more effort. Feasibility of the larger themes is then evaluated using a matrix diagram to score factors like impact, urgency, and available resources to select the highest priority Kaizen theme for implementation. Selecting the right theme is important for achieving impact through continuous improvement efforts.
2.TOPIC SELECTION and standard operating procedure.pptx4negero
This document provides guidance on selecting a research topic and formulating the problem statement in a research proposal. It discusses the importance of systematically analyzing the research problem through discussions with relevant stakeholders to clarify issues and identify contributing factors. Key criteria for selecting a topic are outlined, including relevance, avoidance of duplication, urgency of data needed, political and ethical acceptability, and feasibility. Guidelines are provided for analyzing the problem through specifying the core issue, quantifying its distribution and severity, and diagramming relationships between the problem and contributing factors. The statement of the problem should justify the health issue, describe the problem nature and context, analyze influencing factors, discuss past solutions, and describe the expected utility of research findings. Formulating the problem clearly is emphasized
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard.... if you want to know gothrough my presentations..
This is my first presentation posted in Slideshare
The document outlines Ha Dao's presentation on effective problem solving and prevention. It discusses integrating purpose, process, and people to drive a continuous improvement culture. The presentation highlights best practices for problem solving, illustrates with a case study, and calls leaders to clarify roles and behaviors to solve problems quickly. The goal is to exceed customer expectations through kaizen in purpose, people, process, and culture.
This document discusses tools and concepts for process improvement. It introduces problem solving techniques like developing a problem statement, brainstorming, cause and effect analysis, flow charts, data collection, Pareto diagrams, scatter diagrams, histograms and process capability and control charts. These basic tools can help define problems, identify inputs and outputs of processes, determine if a process is in or out of control, and make more informed decisions. The document provides guidance on how to properly utilize these tools to solve problems in a structured manner.
The document summarizes a proposed solution to improve a company's master data management support. It describes brainstorming sessions that identified six key improvement areas: creating a knowledge repository, automating query templates, manager evaluation of queries, trainings, communication improvements, and recommendations. Various solutions implemented by other clients are presented and combining elements used by Health Plus, Lifeline Vision, and Medico Ind is identified as best addressing all improvement areas. This combination would create a knowledge base, automate queries, reduce queries by 80%, maintain quality standards, provide training, and allow managerial evaluation and recommendations. The estimated cost is $80,000 and timeframe is 18-20 days.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
This document discusses approaches to addressing chronic quality problems through quality improvement projects. It states that chronic problems are gradual issues that occur over long periods of time and are often difficult to detect and solve compared to sporadic problems. It recommends selecting specific chronic quality issues to focus quality improvement projects on. These projects should verify the need, diagnose causes, provide and prove remedies, address resistance to change, and institute controls to maintain gains.
The document outlines an agenda for a 4-day training curriculum on impact evaluation, covering topics such as causal inference, evaluation design, sample design and data collection, and indicators and questionnaire design. Key aspects of impact evaluation discussed include developing a results chain to map inputs, activities, outputs, and outcomes; creating SMART indicators; and designing surveys with valid, reliable, and sensitive question types. The training aims to provide participants with the tools and knowledge to properly implement impact evaluations of development programs.
This document summarizes key topics from a course on management and leadership in education. Specifically, it outlines Topic 8 which discusses decision making in schools. It describes decision making as a dynamic process that solves problems but can also create new ones. It then details the classical model of decision making as a multi-step process involving defining the problem, establishing goals, considering alternatives, and selecting the best option. Finally, it provides an overview of the assumptions behind decision making in schools and the general action cycle involved.
introduction to design thinking
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
Agile is a method to solve predefined problems, while design thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is an approach to problem finding.
Together these two methods can transform your organization, and ensure every project delivers value to the business, your customers, and your own bottom-line.
Within the context of new product development(NPD), design thinking is very well suited to used in markets that are quickly changing and when user needs are uncertain.
When facing a complex challenge
When facing a human centered challenge
Prioritize features: Product managers work closely with engineers to estimate features, define requirements, and collaborate on a release plan based on the team’s capacity.
Release customer experiences: Regardless of the frequency, product managers are responsible for delivering a Complete Product Experience to customers. This involves working closely with engineering, IT, marketing, sales, and support to ensure organizational readiness.
Measure product success: Measures of success include customer engagement (such as time in product and returning users), conversion rates, and the frequency of feature updates.
This document outlines the key aspects of decision making and problem solving in nursing administration. It discusses decision making as a complex cognitive process that involves identifying alternatives and choosing a course of action. Problem solving is defined as a process that focuses on analyzing difficult situations and includes a decision making step. The relationship between decision making and problem solving is explored, noting they are not synonymous but related processes. Types of decisions, levels of decisions, and factors affecting decision making are also summarized. Decision making models and techniques like analytical hierarchy matrices are presented to aid in evaluating alternatives and selecting the best solution.
The document describes steps in a problem-solving process including defining the problem, analyzing data to understand the scope and key factors, and identifying what is different between conditions when the problem occurs versus when it does not. A key part of the analysis is creating a table to document known facts about the problem and ask questions to understand differences that could point to root causes and areas for further investigation. The goal is to thoroughly understand the problem before identifying potential solutions.
Chamberlain College of NursingNR451 RN Capstone CourseCapstone.docxcravennichole326
Chamberlain College of Nursing NR451 RN Capstone Course
Capstone Project Milestone 1:
Practice Issue and Evidence Summary Worksheets
Student Name:Date:
Directions
1. Refer to the guidelines for specific details on how to complete this assignment.
2. Type your answers directly into the worksheets below.
3. Submit to the Dropbox by the end of Week 3, Sunday at 11:59 p.m. MT.
4. Post questions about this assignment to the Q & A Forum. You may also email questions to the instructor for a private response.
Practice Issue Worksheet
What is the Practice Issue?
Define the scope of the Practice Issue:
What is the practice area?
___ Clinical
___ Education
___ Administration
___ Other (list)_________________________________
How was the practice issue identified? (check all that apply)
___ Safety/risk management concerns
___ Unsatisfactory patient outcomes
___ Wide variations in practice
___ Significant financial concerns
___ Difference between hospital and community practice
___ Clinical practice issue is a concern
___ Procedure or process is a time waster
___ Clinical practice issue has no scientific base
__ Other:
Describe the rationale for your checked selections:
What evidence must be gathered? (check all that apply)
___ Literature search
___ Guidelines
___ Expert Opinion
___ Patient Preferences
___ Clinical Expertise
___ Financial Analysis
___ Standards (Regulatory, professional, community)
___ Other
Describe the rationale for your checked selections:
Evidence Summary Worksheet
Directions: Please type your answers directly into the worksheet.
Describe the practice problem in your own words with reference to the identified population, setting and magnitude of the problem in measurable terms:
Find a source of evidence that is a systematic review article on a nursing topic that is relevant to your practice problem. Write the complete APA reference for the systematic review article you selected:
Define the search terms for your systematic review:
Identify the objectives of the article.
Provide a statement of the questions being addressed in the work and how they relate to your practice issue:
Summarize (in your own words) the interventions the author(s) suggest to improve patient outcomes.
Summarize the main findings by the authors of your systematic review including the strength of evidence for each main outcome. Consider the relevance to your project proposal for the Milestone 2 project paper.
Outline evidence-based solutions that you will consider for your project.
Discuss any limitations to the studies performed that you believe impacts your ability to utilize the research in your project.
NR451 W3 MS1 Practice Issue and Evidence Summary Worksheets 2/16/17 GH
1
GCU College of Education
LESSON PLAN TEMPLATE
Teacher Candidate:
Grade Level:
Date:
Unit/Subject:
Instructional Plan Title:Click here to enter text.
I. Planning
Lesson summary and focus:Click here to enter text.
Classroom and student factors:Clic ...
1) The document discusses how to write an effective statement of the problem for a research proposal. It provides guidelines for selecting a research problem, considerations in selecting a problem, criteria for a good problem, and the key parts and characteristics of an effective statement.
2) The statement of the problem should clearly identify the research problem by describing an ideal situation, the current reality that prevents achieving that ideal, and how the proposed research can help improve the current situation.
3) Examples are provided to illustrate the three-part structure of the statement, including describing the goal, the shortcoming of the current approach, and how the proposed research can address it. The statement of the problem lays the foundation for the entire research project
The document provides an overview of operational excellence tools including Plan-Do-Check-Act (PDCA) and the A3 problem-solving process. It describes the four steps of the PDCA cycle for problem identification, cause investigation, countermeasure selection and implementation, and continuous improvement. Examples of tools that can be used at each PDCA step, such as fishbone diagrams, check sheets, and control charts, are also outlined. The overall goal of these problem-solving approaches and tools is to help organizations move from reactive firefighting to proactively addressing root causes of problems.
This document discusses critical thinking in nursing. It defines critical thinking as a complex process that nurses apply to solve patient problems and make decisions creatively. The document outlines 5 phases of critical thinking: trigger event, appraisal, exploration, finding alternatives, and integration. It also details 6 steps: knowledge, comprehension, application, analysis, synthesis, and taking action. Critical thinking competencies for nurses include scientific method, problem solving, decision making, diagnostic reasoning, clinical inference, and clinical decision making. The importance of critical thinking in nursing is that it impacts patient care, recognizes shifts in patient status, ensures safety, and leads to improvements.
The document discusses writing a statement of the problem for a research proposal. It begins by defining research and explaining that the first step is to identify the research problem. It then provides guidelines for selecting a problem, such as choosing a topic of interest that is focused and feasible. The statement of the problem should describe an ideal situation, the current reality which differs from the ideal, and how the research could help address the problem. Examples of effective problem statements are also provided.
This document provides guidance on developing a health research proposal. It discusses examining the cyclical nature of developing a proposal, describing principles of researchability and criteria for selecting topics. Key steps include preparing a problem description and objectives, reviewing literature, and formulating the proposal to describe rationale and methodology. The proposal is the basis for approval and funding, and its development is often iterative with necessary revisions. Factors like relevance, avoidance of duplication, feasibility, and ethics must be considered when prioritizing research topics. Sources of topics include experiences, news, literature, and experts.
The document discusses quality control tools and techniques. It provides an overview of several commonly used tools, including check sheets, process flow charts, control charts, cause and effect diagrams, histograms, Pareto analysis, and scatter diagrams. It then describes the seven new quality control tools: affinity diagrams, relations diagrams, tree diagrams, matrix diagrams, arrow diagrams, process decision program charts, and prioritization matrices. The benefits of using these quality control tools include improving process performance, production efficiency, reducing costs and defects, and enhancing customer satisfaction.
This document discusses problem solving and decision making. It outlines the 6 stages of problem solving: 1) identifying the problem, 2) structuring the problem, 3) finding possible solutions, 4) making a decision, 5) implementing the solution, and 6) monitoring/seeking feedback. It also discusses root cause analysis, fishbone diagrams, and the GROW model as problem solving methods. The key aspects of problem solving are defining goals and barriers, generating solutions through techniques like brainstorming, analyzing solutions, and implementing the chosen solution while monitoring for additional problems.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Epidemiologists measure disease frequency and health status in populations using various metrics. Morbidity is measured using incidence rates which describe new cases over time. Incidence can be calculated as cumulative incidence from a stable population or incidence density using person-time. Mortality is measured using rates like crude death rate from the total population or age-adjusted rates to control for demographic factors. Rates express the probability of an event and are calculated by dividing the number of events by the population at risk over a specified time period.
The document provides guidance on critically appraising research articles. It defines critical appraisal as carefully analyzing research methodology to assess validity, results, and relevance. The process examines bias and evaluates internal/external validity. Critical appraisal is important for literature reviews, program evaluation, policymaking, and more. It involves reading the abstract, introduction, methodology, results, and discussion sections to evaluate study design, measures, sample size, analysis, conclusions, and comparison to prior research. The example shows how to appraise a cohort study by assessing exposure and outcome definitions, follow up time, measurement methods, attrition, confounding, results, and applicability.
This document discusses tools and concepts for process improvement. It introduces problem solving techniques like developing a problem statement, brainstorming, cause and effect analysis, flow charts, data collection, Pareto diagrams, scatter diagrams, histograms and process capability and control charts. These basic tools can help define problems, identify inputs and outputs of processes, determine if a process is in or out of control, and make more informed decisions. The document provides guidance on how to properly utilize these tools to solve problems in a structured manner.
The document summarizes a proposed solution to improve a company's master data management support. It describes brainstorming sessions that identified six key improvement areas: creating a knowledge repository, automating query templates, manager evaluation of queries, trainings, communication improvements, and recommendations. Various solutions implemented by other clients are presented and combining elements used by Health Plus, Lifeline Vision, and Medico Ind is identified as best addressing all improvement areas. This combination would create a knowledge base, automate queries, reduce queries by 80%, maintain quality standards, provide training, and allow managerial evaluation and recommendations. The estimated cost is $80,000 and timeframe is 18-20 days.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
This document discusses approaches to addressing chronic quality problems through quality improvement projects. It states that chronic problems are gradual issues that occur over long periods of time and are often difficult to detect and solve compared to sporadic problems. It recommends selecting specific chronic quality issues to focus quality improvement projects on. These projects should verify the need, diagnose causes, provide and prove remedies, address resistance to change, and institute controls to maintain gains.
The document outlines an agenda for a 4-day training curriculum on impact evaluation, covering topics such as causal inference, evaluation design, sample design and data collection, and indicators and questionnaire design. Key aspects of impact evaluation discussed include developing a results chain to map inputs, activities, outputs, and outcomes; creating SMART indicators; and designing surveys with valid, reliable, and sensitive question types. The training aims to provide participants with the tools and knowledge to properly implement impact evaluations of development programs.
This document summarizes key topics from a course on management and leadership in education. Specifically, it outlines Topic 8 which discusses decision making in schools. It describes decision making as a dynamic process that solves problems but can also create new ones. It then details the classical model of decision making as a multi-step process involving defining the problem, establishing goals, considering alternatives, and selecting the best option. Finally, it provides an overview of the assumptions behind decision making in schools and the general action cycle involved.
introduction to design thinking
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
Agile is a method to solve predefined problems, while design thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is an approach to problem finding.
Together these two methods can transform your organization, and ensure every project delivers value to the business, your customers, and your own bottom-line.
Within the context of new product development(NPD), design thinking is very well suited to used in markets that are quickly changing and when user needs are uncertain.
When facing a complex challenge
When facing a human centered challenge
Prioritize features: Product managers work closely with engineers to estimate features, define requirements, and collaborate on a release plan based on the team’s capacity.
Release customer experiences: Regardless of the frequency, product managers are responsible for delivering a Complete Product Experience to customers. This involves working closely with engineering, IT, marketing, sales, and support to ensure organizational readiness.
Measure product success: Measures of success include customer engagement (such as time in product and returning users), conversion rates, and the frequency of feature updates.
This document outlines the key aspects of decision making and problem solving in nursing administration. It discusses decision making as a complex cognitive process that involves identifying alternatives and choosing a course of action. Problem solving is defined as a process that focuses on analyzing difficult situations and includes a decision making step. The relationship between decision making and problem solving is explored, noting they are not synonymous but related processes. Types of decisions, levels of decisions, and factors affecting decision making are also summarized. Decision making models and techniques like analytical hierarchy matrices are presented to aid in evaluating alternatives and selecting the best solution.
The document describes steps in a problem-solving process including defining the problem, analyzing data to understand the scope and key factors, and identifying what is different between conditions when the problem occurs versus when it does not. A key part of the analysis is creating a table to document known facts about the problem and ask questions to understand differences that could point to root causes and areas for further investigation. The goal is to thoroughly understand the problem before identifying potential solutions.
Chamberlain College of NursingNR451 RN Capstone CourseCapstone.docxcravennichole326
Chamberlain College of Nursing NR451 RN Capstone Course
Capstone Project Milestone 1:
Practice Issue and Evidence Summary Worksheets
Student Name:Date:
Directions
1. Refer to the guidelines for specific details on how to complete this assignment.
2. Type your answers directly into the worksheets below.
3. Submit to the Dropbox by the end of Week 3, Sunday at 11:59 p.m. MT.
4. Post questions about this assignment to the Q & A Forum. You may also email questions to the instructor for a private response.
Practice Issue Worksheet
What is the Practice Issue?
Define the scope of the Practice Issue:
What is the practice area?
___ Clinical
___ Education
___ Administration
___ Other (list)_________________________________
How was the practice issue identified? (check all that apply)
___ Safety/risk management concerns
___ Unsatisfactory patient outcomes
___ Wide variations in practice
___ Significant financial concerns
___ Difference between hospital and community practice
___ Clinical practice issue is a concern
___ Procedure or process is a time waster
___ Clinical practice issue has no scientific base
__ Other:
Describe the rationale for your checked selections:
What evidence must be gathered? (check all that apply)
___ Literature search
___ Guidelines
___ Expert Opinion
___ Patient Preferences
___ Clinical Expertise
___ Financial Analysis
___ Standards (Regulatory, professional, community)
___ Other
Describe the rationale for your checked selections:
Evidence Summary Worksheet
Directions: Please type your answers directly into the worksheet.
Describe the practice problem in your own words with reference to the identified population, setting and magnitude of the problem in measurable terms:
Find a source of evidence that is a systematic review article on a nursing topic that is relevant to your practice problem. Write the complete APA reference for the systematic review article you selected:
Define the search terms for your systematic review:
Identify the objectives of the article.
Provide a statement of the questions being addressed in the work and how they relate to your practice issue:
Summarize (in your own words) the interventions the author(s) suggest to improve patient outcomes.
Summarize the main findings by the authors of your systematic review including the strength of evidence for each main outcome. Consider the relevance to your project proposal for the Milestone 2 project paper.
Outline evidence-based solutions that you will consider for your project.
Discuss any limitations to the studies performed that you believe impacts your ability to utilize the research in your project.
NR451 W3 MS1 Practice Issue and Evidence Summary Worksheets 2/16/17 GH
1
GCU College of Education
LESSON PLAN TEMPLATE
Teacher Candidate:
Grade Level:
Date:
Unit/Subject:
Instructional Plan Title:Click here to enter text.
I. Planning
Lesson summary and focus:Click here to enter text.
Classroom and student factors:Clic ...
1) The document discusses how to write an effective statement of the problem for a research proposal. It provides guidelines for selecting a research problem, considerations in selecting a problem, criteria for a good problem, and the key parts and characteristics of an effective statement.
2) The statement of the problem should clearly identify the research problem by describing an ideal situation, the current reality that prevents achieving that ideal, and how the proposed research can help improve the current situation.
3) Examples are provided to illustrate the three-part structure of the statement, including describing the goal, the shortcoming of the current approach, and how the proposed research can address it. The statement of the problem lays the foundation for the entire research project
The document provides an overview of operational excellence tools including Plan-Do-Check-Act (PDCA) and the A3 problem-solving process. It describes the four steps of the PDCA cycle for problem identification, cause investigation, countermeasure selection and implementation, and continuous improvement. Examples of tools that can be used at each PDCA step, such as fishbone diagrams, check sheets, and control charts, are also outlined. The overall goal of these problem-solving approaches and tools is to help organizations move from reactive firefighting to proactively addressing root causes of problems.
This document discusses critical thinking in nursing. It defines critical thinking as a complex process that nurses apply to solve patient problems and make decisions creatively. The document outlines 5 phases of critical thinking: trigger event, appraisal, exploration, finding alternatives, and integration. It also details 6 steps: knowledge, comprehension, application, analysis, synthesis, and taking action. Critical thinking competencies for nurses include scientific method, problem solving, decision making, diagnostic reasoning, clinical inference, and clinical decision making. The importance of critical thinking in nursing is that it impacts patient care, recognizes shifts in patient status, ensures safety, and leads to improvements.
The document discusses writing a statement of the problem for a research proposal. It begins by defining research and explaining that the first step is to identify the research problem. It then provides guidelines for selecting a problem, such as choosing a topic of interest that is focused and feasible. The statement of the problem should describe an ideal situation, the current reality which differs from the ideal, and how the research could help address the problem. Examples of effective problem statements are also provided.
This document provides guidance on developing a health research proposal. It discusses examining the cyclical nature of developing a proposal, describing principles of researchability and criteria for selecting topics. Key steps include preparing a problem description and objectives, reviewing literature, and formulating the proposal to describe rationale and methodology. The proposal is the basis for approval and funding, and its development is often iterative with necessary revisions. Factors like relevance, avoidance of duplication, feasibility, and ethics must be considered when prioritizing research topics. Sources of topics include experiences, news, literature, and experts.
The document discusses quality control tools and techniques. It provides an overview of several commonly used tools, including check sheets, process flow charts, control charts, cause and effect diagrams, histograms, Pareto analysis, and scatter diagrams. It then describes the seven new quality control tools: affinity diagrams, relations diagrams, tree diagrams, matrix diagrams, arrow diagrams, process decision program charts, and prioritization matrices. The benefits of using these quality control tools include improving process performance, production efficiency, reducing costs and defects, and enhancing customer satisfaction.
This document discusses problem solving and decision making. It outlines the 6 stages of problem solving: 1) identifying the problem, 2) structuring the problem, 3) finding possible solutions, 4) making a decision, 5) implementing the solution, and 6) monitoring/seeking feedback. It also discusses root cause analysis, fishbone diagrams, and the GROW model as problem solving methods. The key aspects of problem solving are defining goals and barriers, generating solutions through techniques like brainstorming, analyzing solutions, and implementing the chosen solution while monitoring for additional problems.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Epidemiologists measure disease frequency and health status in populations using various metrics. Morbidity is measured using incidence rates which describe new cases over time. Incidence can be calculated as cumulative incidence from a stable population or incidence density using person-time. Mortality is measured using rates like crude death rate from the total population or age-adjusted rates to control for demographic factors. Rates express the probability of an event and are calculated by dividing the number of events by the population at risk over a specified time period.
The document provides guidance on critically appraising research articles. It defines critical appraisal as carefully analyzing research methodology to assess validity, results, and relevance. The process examines bias and evaluates internal/external validity. Critical appraisal is important for literature reviews, program evaluation, policymaking, and more. It involves reading the abstract, introduction, methodology, results, and discussion sections to evaluate study design, measures, sample size, analysis, conclusions, and comparison to prior research. The example shows how to appraise a cohort study by assessing exposure and outcome definitions, follow up time, measurement methods, attrition, confounding, results, and applicability.
This document discusses causation and causal inference in epidemiology. It outlines concepts of single and multiple causes of disease. The Bradford Hill criteria are presented as guidelines for making causal inferences, including strengths like temporal relationship, plausibility, consistency, and dose-response relationship. Finally, it emphasizes that no single criterion proves causation but evaluating the totality of evidence using these guidelines can help strengthen causal judgments.
The document summarizes HIV/AIDS in Ethiopia across multiple topics:
1) HIV incidence in adults is estimated at 0.06% annually, corresponding to around 7,000 new cases, though a lower estimate is 0.05% or 6,000 new cases using a different method. Incidence is highest in those aged 50-64.
2) Ethiopia has made progress toward global 90-90-90 targets, with an estimated 82% of people with HIV knowing their status, 74% on antiretroviral treatment, and 66% virally suppressed.
3) Key populations include female sex workers, prisoners, divorced/widowed urban women, and long-distance drivers.
09 Predictors of Comprehensive Knowledge of HIV AIDS Among People Aged 15 49 ...AMANUELMELAKU5
This study used data from the 2016 Ethiopian Demographic and Health Survey to identify individual- and community-level predictors of comprehensive knowledge of HIV/AIDS among people aged 15-49 years in Ethiopia. The study found that at the individual level, factors such as male sex, higher education levels, media exposure, ever being tested for HIV, and employment were associated with greater comprehensive knowledge. At the community level, living in urban areas and regions with more development were associated with greater comprehensive knowledge. The study concludes that both individual characteristics and community contexts influence levels of HIV/AIDS knowledge in Ethiopia.
07 Trend in ethiopia for last 26 years.pdfAMANUELMELAKU5
After declining for decades, HIV infection rates in Ethiopia have begun to rise again in recent years. While new HIV infections declined by 81% between 1995 and 2016, the rate of decline has slowed and infections have increased by 10% since 2008. Current estimates indicate that 67% of people living with HIV know their status, and Ethiopia is on track to meet treatment targets but may fall short of the first 90% diagnosis goal by 2020. Regional disparities remain, with higher infection rates in some areas like Gambela compared to the national average. Continued efforts are needed to accelerate diagnosis and avert further increases in new infections.
Ethiopia has made progress toward achieving the 90-90-90 targets but gaps remain. As of 2019:
- 87.4% of people living with HIV knew their status nationally, though some regions fell below 90%.
- 74.7% of those diagnosed were accessing treatment.
- 91.2% of those on treatment had suppressed viral loads, meeting the third 90 target.
More work is needed to improve HIV testing, linkage to care, and treatment adherence to achieve the first two 90 targets in all regions by 2020. Investing in community health services could help close remaining gaps.
The HIV epidemic in Ethiopia remains heterogeneous, with urban areas, large cities, and areas near major transport corridors experiencing higher prevalence rates than rural areas. While national HIV prevalence has remained stable at around 1.5% according to surveys, prevalence is increasing slightly in some large urban areas. HIV incidence appears to have declined based on falling prevalence in younger age groups and ANC surveillance. AIDS-related mortality has also decreased sharply. Behavioral factors like high male circumcision rates and low rates of premarital and extramarital sex have helped keep prevalence low. However, HIV transmission within marriage represents a major source of new infections. The HIV response in Ethiopia has expanded treatment coverage significantly but prevention programs need to be strengthened,
This document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as focusing on continually improving all aspects of life and work through small, ongoing changes. The document outlines the history and dissemination of Kaizen in Ethiopia, starting with a pilot project in 2009 and the establishment of the Ethiopian Kaizen Institute in 2011 to promote Kaizen nationwide. It describes the three pillars of Kaizen as the philosophy of continuous improvement, Kaizen systems like Toyota Production System and Total Quality Management, and Kaizen tools and techniques. The document provides examples of categorizing and identifying types of waste or Muda in processes.
This document provides an overview of adolescent and youth reproductive health (AYRH). It begins by defining adolescence and discussing the physical, cognitive, social, and emotional changes that occur during this period. It then outlines some of the sexual and reproductive health challenges faced by many young Ethiopians, including gender inequality, coercion, early marriage, teenage pregnancy, unsafe abortion, and sexually transmitted infections. The document emphasizes the importance of providing appropriate information, services, and community support to address AYRH issues. It discusses vulnerabilities, risk behaviors, and life skills among adolescents and young people. Finally, it outlines the reproductive health rights of adolescents and services that should be available to them.
Oxygen therapy involves administering oxygen at concentrations greater than in the atmosphere to treat hypoxemia. It is used for conditions like respiratory failure, heart failure, shock, and anemia. Oxygen can be delivered via nasal cannula, face masks, venturi masks, or mechanical ventilation. Proper monitoring and precautions are needed due safety risks like fire and oxygen toxicity. Oxygen therapy aims to improve tissue oxygenation and decrease workload on the heart and lungs.
This document discusses various methods for managing time and health facilities. It describes preparing schedules, program charts, and year calendars to plan activities and ensure they occur on time. It also discusses maintaining infrastructure and equipment through a maintenance department, and addressing common issues like lack of funding and skilled workers. Finally, it touches on managing referrals between different levels of facilities, the roles of focal persons, and regional coordination of the referral system.
This document discusses a study on the role of leadership in implementing organizational change in public sector organizations. It begins with an introduction that notes the prevalence of change in public management research but lack of focus on how change is implemented in individual public organizations. The study aims to address this gap by exploring the role of leadership in change implementation and processes of organizational change in public sector contexts.
This document summarizes the conceptual foundations and development of the Balanced Scorecard approach to performance measurement. It discusses:
1. The origins of the Balanced Scorecard in the 1990s as a way to measure intangible assets and drive improvements, building on prior work studying performance measurement.
2. The evolution of the Balanced Scorecard framework from its original focus on financial and three non-financial perspectives (customers, internal processes, learning and growth) to also link measures to strategy and become a strategic management system.
3. Key thinkers and works in the 1950s-1980s that influenced the Balanced Scorecard concept, including efforts at GE to use non-financial measures, Simon's work
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
This document provides a guide for auditors to assess business process reengineering projects in federal agencies. It discusses how business process reengineering began in the private sector to improve customer service and cut costs, and how federal agencies are now pursuing it to improve performance and reduce costs. The guide outlines a framework for assessing reengineering projects covering strategic planning, process analysis and redesign, implementation, and results evaluation. It aims to help auditors determine if projects are well-managed and identify actions needed for successful reengineering.
This document discusses managing readiness for change to overcome resistance to change. It begins by noting that while there is extensive literature on managing change, many change efforts still fail due to a failure to properly create readiness for change among organizational members. The document then discusses specific reasons why people may resist change and defines readiness for change as creating awareness, acceptance and capability for change. It identifies five key elements of an effective change message to create readiness: establishing a need for change, demonstrating the appropriateness of the proposed change, gaining support from principals, developing confidence that change can be successfully implemented, and communicating benefits of change for individuals. Creating readiness through an effective change message can help address resistance and increase likelihood of successful change implementation.
The document discusses the transtheoretical model of behavior change, also known as the stages of change model. It outlines the six stages that individuals progress through when adopting healthy behaviors or quitting unhealthy ones: precontemplation, contemplation, preparation, action, maintenance, and termination. Key aspects of each stage are described. The model also identifies ten processes of change that help individuals progress from one stage to the next, including consciousness raising, dramatic relief, and self-reevaluation. The stages of change model has been successfully applied to understanding behavior changes in various health domains like smoking cessation and weight control.
The document provides information on ETAT (Emergency Triage Assessment & Treatment), which aims to reduce child deaths in the first 24 hours of admission to hospital. It describes the objectives of ETAT training as teaching triage of children into emergency, priority, and non-urgent categories based on airway, breathing, circulation, coma/convulsions, and dehydration (ABCD) signs. The document outlines the triage process and categories, emphasizing that any child exhibiting emergency signs should receive immediate treatment. It provides guidance on assessing priority signs and directing non-urgent cases to wait.
2- Nutritional Assmalnutritin and intervention.pptxAMANUELMELAKU5
This document provides an overview of human nutrition for midwifery students. It defines key terms, classifies nutrients, and describes the six major nutrients and their functions. Carbohydrates are discussed in depth, including simple and complex forms. Malnutrition causes and consequences are also reviewed. The document aims to equip students with foundational knowledge of nutrition.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Top-Quality AC Service for Mini Cooper Optimal Cooling PerformanceMotor Haus
Ensure your Mini Cooper stays cool and comfortable with our top-quality AC service. Our expert technicians provide comprehensive maintenance, repairs, and performance optimization, guaranteeing reliable cooling and peak efficiency. Trust us for quick, professional service that keeps your Mini Cooper's air conditioning system in top condition, ensuring a pleasant driving experience year-round.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
car rentals in nassau bahamas | atv rental nassau bahamasjustinwilson0857
At Dash Auto Sales & Car Rentals, we take pride in providing top-notch automotive services to residents and visitors alike in Nassau, Bahamas. Whether you're looking to purchase a vehicle, rent a car for your vacation, or embark on an exciting ATV adventure, we have you covered with our wide range of options and exceptional customer service.
Website: www.dashrentacarbah.com
Dahua provides a comprehensive guide on how to install their security camera systems. Learn about the different types of cameras and system components, as well as the installation process.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Real-time driver monitoring is one of the easiest ways to make fleet management efficient as well as seamless. Connected vehicle solutions such as fleet GPS trackers and associated software help businesses in several ways. Refer to the post below for more details.
2. Learning outcomes
Identify and select theme/problem
Grasp current status and set goal
Establish activity plan
Analyze causes of a problem
Examine countermeasures and their
implementation
Assess effectiveness of the solution
Standardize and sustain operation
12/28/2022 2
3. Introduction cont ….
What is problem ?
Anything that deviates from the standard
or target.
A gap between actual and desired
conditions .
12/28/2022 3
Desire /ideal
situation
Current
Gap =problem
4. Introduction cont …
12/28/2022 4
What is Problem Solving
Problem solving is a process to identify a
challenge or barrier to high quality care and
implement and evaluate measurable solutions
to the identified problem.
It is a systematic way to break down complex
issues into tangible solutions.
5. Problem solving ….
Problem solving is the act of
◦ defining a problem;
◦ determining the cause of the problem;
◦ identifying, prioritizing, and selecting
alternatives for a solution; and
◦ implementing a solution.
12/28/2022 5
7. Define problem
Differentiate fact from opinion
Specify underlying causes
Consult each faction involved for
information
State the problem specifically
Identify what standard or expectation is
violated
Determine in which process the problem
lies
Avoid trying to solve the problem without
12/28/2022 7
8. Generate alternative solutions
Postpone evaluating alternatives initially
Include all involved individuals in the
generating of alternatives
Specify alternatives consistent with
organizational goals
Specify short- and long-term alternatives
Brainstorm on others' ideas
Seek alternatives that may solve the
problem
12/28/2022 8
9. Evaluate and select an
alternative
Evaluate alternatives relative to a target
standard
Evaluate all alternatives without bias
Evaluate alternatives relative to
established goals
Evaluate both proven and possible
outcomes
State the selected alternative explicitly
12/28/2022 9
10. Implement and follow up on the
solution
Plan and implement a pilot test of the
chosen alternative
Gather feedback from all affected
parties
Seek acceptance or consensus by all
those affected
Establish ongoing measures and
monitoring
Evaluate long-term results based on
12/28/2022 10
11. Benefits of Structured Problem
Solving process
Remove time lost in debate
Identify weak points in processes
Discover systemic causes
Explain with reasons why an incident
occurred
Gives a real representation of the incident
Compare what actually happened against
what should have happened, at any point
during the incident.
12/28/2022 11
12. Importance of problem selection
Many problems happen everyday in
working place
All problems cannot be solved at once
Identification, prioritization and focus
is necessary
Resources are limited
12/28/2022 12
21. How to solve problems?
-The Problem Solving process is based upon
PDCA CYCLE
- Plan, Do, Check & Act
Where to Identify the Problem ?
Problems you are facing in your workplace
Things you want to improve to make your
work effective and efficient
Issues raised or claimed from your internal
and external client
12/28/2022 21
22. Who should select theme?
Who knows what is happening on the ground?
The staff working in the section.
Process for theme selection.
1.Staff meet to brainstorm about problems in
their current working place (Clarify problem
statement)
◦Issues and problems in their working
environment
◦Complicated work processes/procedures
◦Clams from internal and external clients
◦ Accident, errors often happening
12/28/2022 22
23. Process for theme selection conti…..
2. List up all raised issues and problems
Note :
- Do not seek contributing factors and causes
of the problems
- Do not blame and deny others’ opinions
3. Categorize listed issues and problems into
two
categories;
1) Possible to solve immediately
2) Impossible to solve immediately
12/28/2022 23
24. Process for theme selection cont…
4. Action should be taken immediately for the
issues Possible to solve immediately
5. Check feasibility of all the problems for those
which are Impossible to be solved immediately
Possible themes need to be checked its
feasibility by impact, urgency, possibility,
resource availability.
12/28/2022 24
25. Process for theme selection cont…
Impact
What is the impact, when it is
implemented?
Is it possible to get impact with little
inputs?
Urgency
Do we have to do it immediately?
Possibility
Is it possible to complete whole process
within 6 months?
Is it possible to carry out this process
within your department?
12/28/2022 25
26. Process for theme selection cont…
Resources
Possible to implement with existing
resource?
Require involvement of many sections?
Is data and information available for
situation analysis?
If not available, is it possible to
collect?
Who and how many staff are going be
involved?
12/28/2022 26
28. Case 1: Overcrowding-Surgery ward
• Surgical Ward of Y hospital has 87 beds.
Staff complain to management that there is
overcrowding and that the 87 beds are
always occupied which forces them to use
beds from other wards.
• After receiving the complaint, hospital
management immediately decided to get
more beds for the surgical ward.
What would you do?
12/28/2022 28
29. Case 2: Long Waiting Time
• X health Center received complaint from
the community that there is long waiting
time at OPD.
• Health center management conducted a
meeting to review complaints and decided
to write a letter to the Woreda requesting
financial support to build two additional
consultation rooms to alleviate the problem
of long waiting time.
What would you do?
12/28/2022 29
30. What Is Problem Solving?
12/28/2022 30
Current State
(Problem)
Future State
(Vision/Objective)
STRATEGY
31. Problem statement
A problem statement is a statement of a current
issue or problem that requires timely action to
improve the situation.
A problem statement is a concise description
of the issues that needs to be addressed
Good problem statement should:
1. Focus on a single problem
2. Do not state the cause or the solution; focus
on the problem
3. Be brief
4. Address problems that are feasibly solved
5. Ensure the problem is shared widely by key
12/28/2022 31
32. Examples of good problem
statements
• There is a high rate of neonatal mortality at
the health center.
• Medical records cannot be located in the
health center.
• The waiting time for outpatient clinic is long.
• There is no ambulance service in the
Woreda.
12/28/2022 32
33. Exercise 1 problem statement
12/28/2022 33
“Lack of budget support from the woreda to
maintain water supply in the emergency room”
Single problem
No cause/solution
Brief
Feasible to solve
Agreed by others
Suggestion:
“emergency room does not
have water supply”
34. Exercise 2 problem
statement
12/28/2022 34
“Our budgets are too small and we run out of HIV
test kits in the middle of the year, and our health
officer has left, along with 3 other workers, and
clients are not very happy with our service”
Single problem
No cause/solution
Brief
Feasible to solve
Agreed by others
Suggestion: correction
1. We have a poor supply chain for
HIV test kits.
2. Staff turnover is too high.
3. Clients are dissatisfied with our
services.
35. Exercise 3 problem statement
12/28/2022 35
“Our referral system is vertical. We receive from
the health centre (referral in) and refer out to
secondary hospital if beyond our hospital capacity.
So the weakness is our hospital is not giving the
feedback to the referred facility and not receiving
/collecting /feedback from the referred hospital.”
Single problem
No cause/solution
Brief
Feasible to solve
Agreed by others
Suggestion:
“Feedback documentations
are not provided to referring
facility”
36. Exercise 4 problem statement
12/28/2022 36
“HEWs are not motivated to work. We need
to increase supervision to improve the
number of graduating model households in
the woreda”
Single problem
No cause/solution
Brief
Feasible to solve
Agreed by others
Suggestion: the correct
“Low number of model
households graduating by
HEWs”
37. Exercise 5 problem statement
12/28/2022 37
“Spare parts are not available in Ethiopia, so a lot
of medical equipment at the health center are not
functioning”
Single problem
No cause/solution
Brief
Feasible to solve
Agreed by others
Suggestion:
“High rate of non functional
medical equipment in the health
center” or
“Broken medical equipment's in
the health center are not being
repaired”
38. Magnitude of the problem
Why we need to measure the magnitude?
1. To know if the problem is really a problem
2. To have baseline measure to set objective
12/28/2022 38
39. Measuring Magnitude
• There is a high rate of neonatal mortality
at the health center.
What is the neonatal mortality rate?
• Medical records cannot be located in the
health center
Percent of medical records not located?
• The waiting time for outpatient clinic is
long
What is the waiting time at the outpatient clinic?
• There is low ANC coverage in the woreda
12/28/2022 39
41. Cont..
The above images in order are
1. Line graph
- Visualization of measurements
- Upper & lower specification limits +
mean
-Location of measurements helps
analysis
2. Brain storming
- No judgment or criticism
- Quantity over quality
- Keep using previous ideas as stimuli
for new ideas 12/28/2022 41
42. ROOT CAUSE ANALYSIS
- Then we add headers for: “Man”, “Method”, “Material”,
“Machine”,
“Measurement”, and “Mother Nature” (Environment)
3. Fish bone
12/28/2022 42
Effect
Environmental
Man
measurement Mother nature
Material
Machine
43. 4. The Tree Diagram
12/28/2022 43
Effect
Why?
Why?
Why?
Why?
Why?
Why?
46. Step 2. Set Objectives
12/28/2022 46
Current state
(problem)
Desired state
(objective)
47. Cont..
Once the problem has been clearly defined, the
problem statement can be translated into an
overall objective, or main goal.
This is the goal that your team will focus all of
your efforts on, so it is important that it is clearly
defined.
Good overall objectives
◦ Address the problem statement
◦ SMART
12/28/2022 47
48. SMART objectives
12/28/2022 48
SPECIFIC– What exactly are we
going to do?
MEASURABLE– Can we measure
it?
ACHIEVABLE– Can we get it done
in time? With available resources?
RELEVANT – is it inline with the
vision and priorities of the MOH?
TIME-BOUND – When will we
achieve our goal?
Problem: Long
waiting time in
OPD
Objective:
Reduce OPD
wait time by 30%
in 6 months
49. Cont…
GOOD or BAD
= We will improve the way we handle
complaints
= We will reduce the number of
complaints by 10% by next FY
= We will increase our service
coverage from 75% to 85% in next FY
by end of Q3
= We will increase our sales next FY
12/28/2022 49
50. Exercise 2 – Objective Statement (30
minutes)
1. Review background information and
problem statements
2. Propose a SMART Objective
12/28/2022 50
51. Exercise 2. Suggest an objective for:
12/28/2022 51
Background Information: Alem woreda often
reports in accurate HMIS data. The woreda has the
high mortality rate in emergency room at 55%.
HMIS department claims that this is due to skill gap
of staff.
Problem statement: Alem woreda frequently faces
inaccurate case management .
Objective: To decrease the emergency case
mortality in emergency room of Alem woreda from
55% to 30% by the end of 2016.
52. Exercise 2. Suggest an objective for:
12/28/2022 52
Background Information: Tena Health Center
reported that only 10% of pregnant women in its
catchment area have completed the required 4
ANC visit (ANC+4). MOH has set a national goal
of reaching 50% ANC+4 coverage by July 2016.
Problem statement: Low coverage rate of four
ANC visits in Tena Health Center.
Objective: To increase the percentage of
pregnant women completing 4 ANC visit from 10%
to 50% by July 2016.
53. Exercise 2. Suggest an objective
for:
12/28/2022 53
Background Information: Woreda official have
realized that Tena Health Center refers patients to
Beza primary hospital but never receives feedback.
The Woreda plans for this to change and feedback
after referral to at least reach 70%
Problem statement: Feedback is not provided to
Tena Health Center following referral.
Objective: To increase the percent of referral-
feedback received by Tena health center from
Beza hospital from 0% to 70% by July 2016.
54. Session=THREE
Analyze causes of a problem
Objectives of the session :-
Listing all possible causes of problem
Analyzing cause relationships using4M1E
Identifying causes of the problems
Selecting root causes
Listing all possible ways using creative
idea generation
Testing and evaluating suggested
solutions
Preparing detail summaries of the action
12/28/2022 54
55. Determine Root Cause
Why Root Cause Analysis?
To solve problems on structural basis
To ensure problems do not return
To ensure sustainable improvements
12/28/2022 55
56. Step 3: Root Cause Analysis
12/28/2022 56
It is a step by step process that:
• answers the question, “why is this problem
happening?”
• finds the true origin of the problem
It is important to ensure we:
• solve the problem permanently
– treat more than just the symptoms of the
problem
What is a root cause analysis and why should
we conduct one?
58. Steps for successful RCA
1. Assemble a knowledgeable team
2. Start with a descriptive statement of the
incident/near miss
3. Use Root Cause Analysis techniques
4. Determine what conditions, events,
and/or factors might have caused the
incident
5.Prevent skipping levels or jumping to
conclusions
12/28/2022 58
59. How do you do root cause
analysis?
12/28/2022 59
Collecting possible root
causes
A
Verify
B
Identify real root cause
C
60. First, collecting possible root causes & opinions
(brainstorm, interview, focus group…)
• Discuss with involved staff
• Ask them about the causes to the problem
• Allow them to provide their opinion
• Record the “suggested” root causes using
“Fishbone”
A
How do you do root cause
analysis?
12/28/2022 60
61. Root……
Several tools could be used in the process
of root cause analysis, such as " 5 Ms &
E" the abbreviation stands for "Manpower,
Machine, Measurement, Material,
Methods and Environment“
it is a technique where you ask questions
about the 5Ms & E till you find the root
cause of the problem
12/28/2022 61
63. Environment
Measurement
Material
Not motivated
Small space
MR misplaced
No filing system
Loss of MR
man
Patient don’t remember
MRN
No training in
filing system
No method to find MRN
Bad shelves, difficult to
locate file
Fishbone diagram
12/28/2022 63
66. How do you do root cause analysis?
12/28/2022 66
-Next, verify each “suggested” root cause.
-Collecting evidence using different tools
Verify and prioritize
-This verification step is the most analytical
part of the root cause analysis. Which tools
should you use?
-A robust root cause analysis usually requires
the use of a few tools together.
B
67. Tools to collect evidence
12/28/2022 67
Flow chart
Pareto diagram
Mapping
Time study
Questionnaire
Tally
Others
Many methods/tools can help to collect evidence to
identify the real root cause(s)
Data
68. When to use which?
12/28/2022 68
• To collect initial perspectives
Fishbone
- Flow chart
- Mapping
-Pareto diagram
-Tally
Line graph
Time study
Questionnaire
• To understand the work process
• To present frequency data for
comparison
• To compare trend
• To understand the time required to move
through a process
• To organize opinion into quantifiable data
72. Advantage of Pareto Diagram
12/28/2022 72
• Quantifies information
• Provides data so you can prioritize
focus on biggest issues first
• Useful tool for showing progress
74. Time Study
Measure times of a process
Eg. Time study can be used to study waiting
time & process time of a given event
• Wait time
From time the patient arrived to the time
service was provided
• Process time
Time used to provide the service
12/28/2022 74
76. Advantage of time study
12/28/2022 76
Value
• Provide quantified data
• Extremely useful in problems
related to “time”
• Useful tool for showing progress
77. Advantage Tally sheet
12/28/2022 77
• Quantifies information
• An easy, simple form used to “count”
occurrence
in real time for simple situations
78. Questionnaires
12/28/2022 78
A tool consisting of a series of questions for
gathering information from respondents.
Advantage
• Able to quantify qualitative data
• Collect and gather “opinion”
79. D. To find out which staff has taken
the most day off
Fishbone
Flow chart
Pareto diagram
Mapping
Time study
Questionnaire
Tally
B. To understand the IP
admission process
E. To initiate an investigation
G. To understand how the cashier
location affects OP traffic
F. To find out waiting time for
surgical clinic consultation
C. To investigate patient
satisfaction
A. To calculate the % of HIV
patients completed ART course
Exercise 3 -When to use which?
12/28/2022 79
80. Session -4.
Establish activity plan
Objectives of the session :-
Develop different alternative interventions
Compare each strategy standard .
Select your best intervention
12/28/2022 80
81. Steps 4-6
12/28/2022 81
4: Develop different alternative interventions
5a: Set criteria for comparison
5b: Create table for comparison (matrix)
5c: Compare each strategy criterion by criterion
6: Select your best intervention
82. List ALL the possible solutions you might
use to address the root cause(s)
Good interventions:
Address the most important and feasible
root causes
Use existing resources if possible
Have some degree of flexibility
Think about possible unintended
consequences
12/28/2022 82
4: Develop different alternative
interventions
83. - Avoid the temptation to do
everything
12/28/2022 83
84. The common criteria's are
Effectiveness (Impact): What is the probability
that it will work?
Time to effect: How long will it take to work?
Feasibility: Is there capacity and stakeholder
support?
Annual Cost: How expensive is it to carry out?
12/28/2022 84
5a: Set criteria for comparison
85. 5b: Create table for comparison
(matrix)
Strategie
s
Criteria Impact Cost Time Feasibilit
y
Strategy
1
Strategy
2
Strategy
3
12/28/2022 85
86. 12/28/2022 86
5c: Compare each strategy criterion
by criterion
Evaluate with qualitative and quantitative
data
Listen to reason and intuition
Impact Cost Time Feasibilit
y
Strategy
1
Strategy
2
Strategy
3
5- most ideal; 1 – least ideal
87. 12/28/2022 87
6: Select your best strategy
Impact Cost Time Feasibilit
y
Total
Strategy
1
5 3 4 3 15
Strategy
2
4 4 2 3 13
Strategy
3
1 2 1 2 6
Be clear on choice and communicate it
88. Short comings of decision matrix
Estimates are not precise typically,
so judgment is required.
The matrix gives guidance only.
There is always uncertainty.
12/28/2022 88
89. Example
Problem: Toilets are always dirty
Objective: Ensure all toilets are always clean in the
coming 6 month.
Root cause: toilets are cleaned only 3 times a day and is
not sufficient for the high patient volume usage
Alternative Interventions
1. Increase # of cleaning staff
2. Increase frequency of cleaning
3. Lock toilet and supervisor keeps the key
4. Adjust frequency of cleaning according to
patient volume
5. Supervisor station in toilet to supervise usage
12/28/2022 89
90. Key Summary
Create good interventions that address the most
important and feasible root causes
Set clear criteria that are important to
implementation
Create matrix to compare criteria by criteria
Compare objectively as well as using common
sense
Select and communicate the best strategy to
stakeholders 12/28/2022 90
91. Session .5.
Develop implementation plan and
implement
Objectives
Implementing action plan
Monitoring Implementation and
checking activities
12/28/2022 91
92. Strategic Problem Solving
12/28/2022 92
8-Step Method
1. Define the problem
2. Set the overall objective
3. Conduct a root cause analysis
4. Generate alternative interventions
5. Perform comparative analysis of
alternatives
6. Select the best intervention
7. Develop implementation plan and
implement
8. Develop evaluation plan and
93. Implementation Plan
Why do we need an implementation
plan?
What should be included in the plan?
How do you communicate the plan to
other people?
What if other people do not want to
engage (resist your proposed change)?
12/28/2022 93
94. Step 7 Implementation Plan
12/28/2022 94
Step 7a: Create a detailed list of tasks/activities
Step 7b: Estimate the time required for each task
Step 7c: Sequence the tasks/activities
Step 7d: Identify a person(s) responsible, Resources
required
Step 7e: Use Gantt chart format for the project plan
95. Step 7 Implementation Plan
12/28/2022 95
In order to complete a project, there are many
tasks/activities/steps to do, what are they?
Step 7a: Create a detailed list of tasks/activities
96. Step 7 Implementation Plan
How much time does each task need?
12/28/2022 96
Step 7b: Estimate the time required for each task
97. Step 7 Implementation Plan
Why is sequencing important?
◦ Some tasks need to be done before others can happen
12/28/2022 97
Step 7c: Sequence the tasks/activities
98. Step 7 Implementation Plan
Who is the person responsible to do the
task
Match the tasks and skills and
convenience
Identify resource requirements
(materials, people budget)
12/28/2022 98
Step 7d: Identify a person(s) responsible,
resources required
99. Step 7 Implementation Plan
• Use the plan to monitor progress
• Change the plan regularly to keep it
realistic
• Use it to update and communicate to
others
12/28/2022 99
Step 7e: Use Gantt chart format for the project
plan
101. Strategic Problem Solving
12/28/2022 101
8-Step Method
1. Define the problem
2. Set the overall objective
3. Conduct a root cause analysis
4. Generate alternative interventions
5. Perform comparative analysis of
alternatives
6. Select the best intervention
7. Develop implementation plan and
implement
8. Develop evaluation plan and evaluate
102. Step 8: Evaluation & monitoring
12/28/2022 102
Why evaluate?
How will you know if your problem has been
solved?
How will you know if your implementation is
working?
How will you know if the implementation is not
creating negative effect?
103. Continuous monitoring
Indicators help to measure results
Good indicators should be:
◦ Reliable
Regardless who is measuring it, the result
should be the same
◦ Feasible
Possible to measure with the available
systems and resources
12/28/2022 103
104. Are these indicators appropriate?
12/28/2022 104
1. Objective: To increase completeness of nurse
care plan
Indicator: # nurses trained in documentation
2. Objective: To increase number of functioning
toilets
Indicator: Percentage of functioning toilets
3. Objective: To decrease OPD wait time
Indicator: # physician started clinic on time
Are these process or outcome indicators?
105. Example
Problem: high hospital acquired infection rate
Objective: To reduce HAI from 55% to 25% by
Aug 2016
Indicators Pre
intervention
Post
intervention
Existance of policy on
infection control
No Yes
Staff trained on infection
control
35% 65%
HAI Rate 55% 25%
12/28/2022 105
When is the use of each method most applicable?
Fishbone Diagram is applicable for problems that are generally very complicated, and all the various root causes cannot be determined by one person.
Flow Charting is more helpful in the case where there is a work process with many handoffs along the process
Example: Ordering and attaining medication for a patient. This involves the physician ordering the medication, the order being taken to the pharmacy, the order being filled at the pharmacy, and the medication being brought back to the patient. It involves several staff members and several handoffs of responsibility.
Address the most important and feasible root causes
Take an ecological approach
Use leverage already in the system to accomplish more with the existing resources (water flows downhill)
Have some degree of flexibility and
create safety nets for unintended consequences
As a manager, you have a higher interest in process indicators than any other members of the staff.