This is a study case in all the photos
the SIPOC diagram bellow is incomplete and wrong I need to fix it
Perfect Match TEAM APPLIES n January 2008, the University of Toledo Medical Center
(UTMC) in northwest Ohio collaborated with the University of Toledo's Industrial SIX SIGMA
TO Engineering Department to analyze and improve the preoperational processes for patients
undergoing kidney transplants. Six Sigma was applied to the REDUCE TIME project, and the
following goals were established: IT TAKES TO - Optimize cycle times. QUALIFY PATIENTS
- Enhance customer satisfaction. - Improve efficiencies. FOR KIDNEY - Reduce costs.
TRANSPLANTS - Streamline administrative processes. - Eliminate errors. - Improve protocol
execution and effectiveness. The project's primary metric was the number of days required from
the date a patient was referred to UTMC for a kidney transplant to the date the hospital staff
declared the patient a suitable transplant candidate. The research By Matthew was needed and
the project selected because of an increase in the number of Franchetti and year because of the
increased service area for UTMC. Because of a waiting list of nearly 500 patients, it was
determined a reduced cycle time would save lives. Kyle Bedal, Background and terminology
University of For more than 30 years, UTMC has performed adult and pediatric kidney Toledo
transplants as one of the treatment options for end-stage renal disease. Since UTMC's first
kidney transplant operation in 1972, more than 1,500 kidney transplant operations have been
performed there, with an average patient survival rate of 98% and a graft survival rate of 94%.
The program relies on advanced surgical techniques-including laparoscopic kidney donation,
improved anti-rejection medications and high-quality patient care-to make it one of the most
successful programs in the country. There are a number of steps patients must complete before
receiving a kidney transplant. Generally, the patient must be referred to a medical center and
complete required labs and tests to determine if he or she is suitable. The labs and tests are
usually similar among all transplant centers and among patients. The labs include tuberculosis
(TB) tests, dental clearance, a colonoscopy, chest X-rays, electrocardiography tests, stool
samples, blood work, mammograms, pap smears and diabetes tests. Once the patient fulfills the
requirements, a committee reviews the results and determines whether the patient is a good
candidate. The patient is then allowed to receive a kidney; this is called being "listed," or placed
on the waiting list.
Fil TB EK Often, the time required to complete these health Partnering With Your Transplant
Team, The Patient's Guide screenings is up to nine months. In addition, another to
Transplantation. 2 two years may pass after the patient is listed before a The team deployed the
define, measure, analyze, kidney transplant is performed. improve and control (DMAIC)
approach for this Six It is.
Develop a schedule for a healthcare website redesign project. Where .pdfSALES97
Develop a schedule for a healthcare website redesign project. Where the scope of the project is to
create a new portal for an enhanced healthcare management system that would be available to all
Doctors when treating a resident of the current state of practice. This software will make a
person medical record readily assessable to all Medical Doctors with a current and valid NPI
(National Practitioner .
Data to include:
• Phases and Activities/Tasks/Work Packages
• Key milestones • Names and descriptions for defined activities
• Start and End Dates
• Assigned Resources
• Duration in days
• Effort (in Microsoft Project, this is called Work) in hours In defining resources, include a total
for all work assigned to each resource in hours and a total cost for each resource. Aggregated
costs:
• Materials (if used)
• Staff
• Facilities (if appropriate) In assessing the final project, you will be expected to include the
following:
• Decomposition of project work into Phases and Activities
• Tasks that are linked using predecessor/successor dependencies
• Balanced resources -- no one resource is carrying the whole project or constraining the
schedule
• Effort, resources, and duration defined for every defined lowest-level task has. In addition,
consider the effect on the project of adjusting the schedule to deal with the status problems you
selected for the assignment in Module 6. Provide a paragraph describing the tactics you would
use to revise or crash the project schedule to respond to each problem, and include an assessment
of the overall impact on the project and its completion date. Include an additional paragraph
discussing at least one possible idea for shortening the project duration, with an assessment of
how much earlier you might be able to complete the work and what the overall costs and other
consequences would be to the project.
Solution
The delivery of health care has been quantified with the model, \"structure + process =
outcome.\"14 Present measurement systems may focus on any one of the components.
\"Structure\" in health care delivery can refer to the physical plant or the organizational structure
such as in credentialing. The Joint Commission for Accreditation of Healthcare Organizations
(JCAHO), despite the recent emphasis on performance improvement, is an example of an
association examining structure. 15 \"Processes\" are specific patient interventions performed by
health care professionals and resulting in an outcome. Some examples of processes are childhood
immunization, use and timing of thrombolytic agents in acute myocardial infarction (AMI),
mammography, and patient length of stay in the emergency department. \"Outcomes\" are the
result of the patient\'s interaction with health care professionals. Examples of clinical outcome
measures include mortality or length of stay associated with medical diagnoses or surgical
procedures, readmission rates, morbidity measures such as stroke after carotid endarterectomy,
and unplanned.
Introduction: Postponement of elective scheduled operations results in inefficient use of operating room (OR) time on the day of surgery. Inconvenience to patients and families also caused by postponements. Moreover, day of surgery (DOS) postponement creates logistic and financial burden associated with extended hospital stay and repetitions of pre-operative preparations to an extend of repetition of investigations in some cases causing escalated costs, wastage of time and reduced income. Methodology: A cross sectional study was done in the operation theaters of a tertiary care hospital in which total ten operation theaters of General Surgery Data of scheduled, performed and postponed surgeries was collected from all the operation theater with effect from march 1st to September 30th 2018. A questionnaire was developed to find out the reasons for the postponement for all hospital’s stakeholders (Surgeons, Anesthetist, Nursing officer) and they were further evaluated Time series analysis of scheduling of Operation Theater for Moving average Technique. Results: total 2,466 surgeries were scheduled and 1,980 surgeries were performed and 486 surgeries were postponed in the general surgery department during the study period. Month wise postponement forecast was in accordance with the performed surgeries and on regression analysis postponed surgeries were in perfect linear relationship with the postponement Rate.
Develop a schedule for a healthcare website redesign project. Where .pdfSALES97
Develop a schedule for a healthcare website redesign project. Where the scope of the project is to
create a new portal for an enhanced healthcare management system that would be available to all
Doctors when treating a resident of the current state of practice. This software will make a
person medical record readily assessable to all Medical Doctors with a current and valid NPI
(National Practitioner .
Data to include:
• Phases and Activities/Tasks/Work Packages
• Key milestones • Names and descriptions for defined activities
• Start and End Dates
• Assigned Resources
• Duration in days
• Effort (in Microsoft Project, this is called Work) in hours In defining resources, include a total
for all work assigned to each resource in hours and a total cost for each resource. Aggregated
costs:
• Materials (if used)
• Staff
• Facilities (if appropriate) In assessing the final project, you will be expected to include the
following:
• Decomposition of project work into Phases and Activities
• Tasks that are linked using predecessor/successor dependencies
• Balanced resources -- no one resource is carrying the whole project or constraining the
schedule
• Effort, resources, and duration defined for every defined lowest-level task has. In addition,
consider the effect on the project of adjusting the schedule to deal with the status problems you
selected for the assignment in Module 6. Provide a paragraph describing the tactics you would
use to revise or crash the project schedule to respond to each problem, and include an assessment
of the overall impact on the project and its completion date. Include an additional paragraph
discussing at least one possible idea for shortening the project duration, with an assessment of
how much earlier you might be able to complete the work and what the overall costs and other
consequences would be to the project.
Solution
The delivery of health care has been quantified with the model, \"structure + process =
outcome.\"14 Present measurement systems may focus on any one of the components.
\"Structure\" in health care delivery can refer to the physical plant or the organizational structure
such as in credentialing. The Joint Commission for Accreditation of Healthcare Organizations
(JCAHO), despite the recent emphasis on performance improvement, is an example of an
association examining structure. 15 \"Processes\" are specific patient interventions performed by
health care professionals and resulting in an outcome. Some examples of processes are childhood
immunization, use and timing of thrombolytic agents in acute myocardial infarction (AMI),
mammography, and patient length of stay in the emergency department. \"Outcomes\" are the
result of the patient\'s interaction with health care professionals. Examples of clinical outcome
measures include mortality or length of stay associated with medical diagnoses or surgical
procedures, readmission rates, morbidity measures such as stroke after carotid endarterectomy,
and unplanned.
Introduction: Postponement of elective scheduled operations results in inefficient use of operating room (OR) time on the day of surgery. Inconvenience to patients and families also caused by postponements. Moreover, day of surgery (DOS) postponement creates logistic and financial burden associated with extended hospital stay and repetitions of pre-operative preparations to an extend of repetition of investigations in some cases causing escalated costs, wastage of time and reduced income. Methodology: A cross sectional study was done in the operation theaters of a tertiary care hospital in which total ten operation theaters of General Surgery Data of scheduled, performed and postponed surgeries was collected from all the operation theater with effect from march 1st to September 30th 2018. A questionnaire was developed to find out the reasons for the postponement for all hospital’s stakeholders (Surgeons, Anesthetist, Nursing officer) and they were further evaluated Time series analysis of scheduling of Operation Theater for Moving average Technique. Results: total 2,466 surgeries were scheduled and 1,980 surgeries were performed and 486 surgeries were postponed in the general surgery department during the study period. Month wise postponement forecast was in accordance with the performed surgeries and on regression analysis postponed surgeries were in perfect linear relationship with the postponement Rate.
Background Hospital contributes significantly tangible and intangible resources on a concurred plan by the scheduling of surgery on the OT list. Postponement decreases efficiency by declining throughput leads to wastage of resources hence burden to the nation. Patients and their family face economic and emotional implication due to the postponement. Postponement rate being a quality indicator controls check mechanism could be developed from the results. Postponement of elective scheduled operations results in inefficient use of the operating room (OR) time on the day of surgery. Inconvenience to patients and families are also caused by postponements. Moreover, the day of surgery (DOS) postponement creates logistic and financial burden associated with extended hospital stay and repetitions of pre-operative preparations to an extent of repetition of investigations in some cases causing escalated costs, wastage of time and reduced income. Methodology A cross-sectional study was done in the operation theaters of a tertiary care hospital in which total ten operation theaters of General Surgery Data of scheduled, performed and postponed surgeries was collected from all the operation theater with effect from March 1st to September 30th, 2018. A questionnaire was developed to find out the reasons for the postponement for all hospital’s stakeholders (surgeons, Anesthetist, Nursing Officer) and they were further evaluated time series analysis of scheduling of Operation Theater for moving average technique. Results Total 958 surgeries were scheduled and 772 surgeries performed were and 186 surgeries were postponed with a postponement rate of 19.42% in the cardiac surgery department during the study period. Month-wise postponement Rate exponential smoothing of time series data shows the dynamic of operating suits. To test throughput Postponement rate was plotted the postponed surgeries and on regression analysis is in a perfect linear relationship.
A Lean Six Sigma Case Study
If you want to prosper for a year, grow rice. If you want to prosper for a decade, plant trees. If
you want to prosper for a century, grow people -- a wise old farmer reflecting back on a life
of toil in the soil
PROJECT DESCRIPTION
The following Lean Six Sigma case study will reflect a real-life healthcare problem with
Continuous Improvement and Lean Six Sigma Tools to show how some of the tools are put into
place in the real world. The object of this project is your appropriate use of Lean Six Sigma
tools and the data provided. Project completion is required to pass the course. Project
assignments are assessed on a Complete/Incomplete basis. Each Phase of the DMAIC process in
the Project has an assignment. Assignments must be submitted to the instructor by the end of the
week corresponding to the DMAIC Phase. The exception is the week 8 or Control phase
assignment which needs to be submitted early in the last week of the course to allow grading.
The Instructor will determine if the student has submitted a Project assignment that is Complete.
If the assignment is Incomplete, there will be interaction between the Instructor and student until
the assignment is Complete. All project assignments must be assessed as Complete for the
student to pass the course. An Incomplete project will result in a Failing grade for the course.
Student Case Study
Case Study:
Process Improvement –
Reduction in Wait Time for
Patients in a Doctor Office
Executive Summary
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. He spends a great deal of
time with each of his patients, typically, 45 minutes to one (1) hour. As a result, there are many other
patients waiting in the waiting room who become impatient at the long wait time. The Doctor has hours
every day except Wednesdays. He has Hospital Clinic on Wednesdays and does not have office hours.
Dr. Deasley’s office hours are 7:30 AM to 5:30 PM (patients can be scheduled up until 5:30 PM) on
Tuesdays and Thursdays and 9:30 AM to 7:30 PM (patients can be scheduled up until 7:30 PM) on
Mondays and Fridays. He does Hospital Rounds from 6:00 AM to 8:00 AM. He conducts patient call
backs between patients, during his lunch hour and after office hours. We triage the calls so he gets back
to more seriously sick patients first. However, sometimes he doesn’t call back non-emergencies until the
next AM. Dr. Deasley is becomes overbooked because he likes to have 10 patients scheduled per day.
However, due to time constraints he frequently needs to rebook patients he is unable to see due to time
constraints.
Dr. Deasley’s patients and staff love him for his patience and attention. But, several long term patients
have left his practice because of this issue. This has resulted in a decrease in revenue for the office. In
addition, his office is experiencing a rather high rate of staff turnover. S ...
Patients Recruitment Forecast in Clinical TrialsCognizant
Inaccurate patient recruitment forecasts for clinical trials cost pharmaceuticals and medical device manufacturers a huge amount of resources each year. We offer descriptions and examples of applying stochastic and non-stochastic approaches to increase accuracy in this crucial stage of drug testing.
Thi wiecis only eartaint pat a The seial wadar production emet=1 EEtr.pdfjkcs20004
Thi wiecis only eartaint pat a The seial wadar production emet=1 EEtre peur moons as a atcie
number? The letai suborhacive chat -s (Ether your re iechse as a whole nuscec) Toti mor whin
plan 5=5 (Eviar pour mesponse at a ntrole nimawe).
This lab deals with the layers of the Earth, Endogenic and Exogenic s.pdfjkcs20004
This lab deals with the layers of the Earth, Endogenic and Exogenic system5, plate tectonics, hot
spots, and the Anthropocene argument. Obiectives: To show students the various layers of the
Earth, how they are responsible for the endogenic systems that drive the building of the Earth,
and to show students how the Earth is a very dynamic planet. Methods: Students will use their
textbook to help them evaluate questions regarding the Earth's composition and plate tectonics.
Materials: Textbook PAat 1. Labeling the various layers of the Earth's core, mantle, and crust.
Using the following 7 terms, label their approximate location using the diagram in your textbook
nn naoo ag - Inner core - Outer core - Lower mantie - Upper mantle - Asthenosphere -
Lithosphere - Crust 1. In which layer is the material made up of solid iron? 2. How thick (in
kilometers) is the Lithosphere? 3. How many kilometers is it from the Earth's crust to ti.
More Related Content
Similar to This is a study case in all the photosthe SIPOC diagram bel.pdf
Background Hospital contributes significantly tangible and intangible resources on a concurred plan by the scheduling of surgery on the OT list. Postponement decreases efficiency by declining throughput leads to wastage of resources hence burden to the nation. Patients and their family face economic and emotional implication due to the postponement. Postponement rate being a quality indicator controls check mechanism could be developed from the results. Postponement of elective scheduled operations results in inefficient use of the operating room (OR) time on the day of surgery. Inconvenience to patients and families are also caused by postponements. Moreover, the day of surgery (DOS) postponement creates logistic and financial burden associated with extended hospital stay and repetitions of pre-operative preparations to an extent of repetition of investigations in some cases causing escalated costs, wastage of time and reduced income. Methodology A cross-sectional study was done in the operation theaters of a tertiary care hospital in which total ten operation theaters of General Surgery Data of scheduled, performed and postponed surgeries was collected from all the operation theater with effect from March 1st to September 30th, 2018. A questionnaire was developed to find out the reasons for the postponement for all hospital’s stakeholders (surgeons, Anesthetist, Nursing Officer) and they were further evaluated time series analysis of scheduling of Operation Theater for moving average technique. Results Total 958 surgeries were scheduled and 772 surgeries performed were and 186 surgeries were postponed with a postponement rate of 19.42% in the cardiac surgery department during the study period. Month-wise postponement Rate exponential smoothing of time series data shows the dynamic of operating suits. To test throughput Postponement rate was plotted the postponed surgeries and on regression analysis is in a perfect linear relationship.
A Lean Six Sigma Case Study
If you want to prosper for a year, grow rice. If you want to prosper for a decade, plant trees. If
you want to prosper for a century, grow people -- a wise old farmer reflecting back on a life
of toil in the soil
PROJECT DESCRIPTION
The following Lean Six Sigma case study will reflect a real-life healthcare problem with
Continuous Improvement and Lean Six Sigma Tools to show how some of the tools are put into
place in the real world. The object of this project is your appropriate use of Lean Six Sigma
tools and the data provided. Project completion is required to pass the course. Project
assignments are assessed on a Complete/Incomplete basis. Each Phase of the DMAIC process in
the Project has an assignment. Assignments must be submitted to the instructor by the end of the
week corresponding to the DMAIC Phase. The exception is the week 8 or Control phase
assignment which needs to be submitted early in the last week of the course to allow grading.
The Instructor will determine if the student has submitted a Project assignment that is Complete.
If the assignment is Incomplete, there will be interaction between the Instructor and student until
the assignment is Complete. All project assignments must be assessed as Complete for the
student to pass the course. An Incomplete project will result in a Failing grade for the course.
Student Case Study
Case Study:
Process Improvement –
Reduction in Wait Time for
Patients in a Doctor Office
Executive Summary
Dr. Deasley is a popular Doctor in Tampa, Florida specializing in primary care. He spends a great deal of
time with each of his patients, typically, 45 minutes to one (1) hour. As a result, there are many other
patients waiting in the waiting room who become impatient at the long wait time. The Doctor has hours
every day except Wednesdays. He has Hospital Clinic on Wednesdays and does not have office hours.
Dr. Deasley’s office hours are 7:30 AM to 5:30 PM (patients can be scheduled up until 5:30 PM) on
Tuesdays and Thursdays and 9:30 AM to 7:30 PM (patients can be scheduled up until 7:30 PM) on
Mondays and Fridays. He does Hospital Rounds from 6:00 AM to 8:00 AM. He conducts patient call
backs between patients, during his lunch hour and after office hours. We triage the calls so he gets back
to more seriously sick patients first. However, sometimes he doesn’t call back non-emergencies until the
next AM. Dr. Deasley is becomes overbooked because he likes to have 10 patients scheduled per day.
However, due to time constraints he frequently needs to rebook patients he is unable to see due to time
constraints.
Dr. Deasley’s patients and staff love him for his patience and attention. But, several long term patients
have left his practice because of this issue. This has resulted in a decrease in revenue for the office. In
addition, his office is experiencing a rather high rate of staff turnover. S ...
Patients Recruitment Forecast in Clinical TrialsCognizant
Inaccurate patient recruitment forecasts for clinical trials cost pharmaceuticals and medical device manufacturers a huge amount of resources each year. We offer descriptions and examples of applying stochastic and non-stochastic approaches to increase accuracy in this crucial stage of drug testing.
Thi wiecis only eartaint pat a The seial wadar production emet=1 EEtr.pdfjkcs20004
Thi wiecis only eartaint pat a The seial wadar production emet=1 EEtre peur moons as a atcie
number? The letai suborhacive chat -s (Ether your re iechse as a whole nuscec) Toti mor whin
plan 5=5 (Eviar pour mesponse at a ntrole nimawe).
This lab deals with the layers of the Earth, Endogenic and Exogenic s.pdfjkcs20004
This lab deals with the layers of the Earth, Endogenic and Exogenic system5, plate tectonics, hot
spots, and the Anthropocene argument. Obiectives: To show students the various layers of the
Earth, how they are responsible for the endogenic systems that drive the building of the Earth,
and to show students how the Earth is a very dynamic planet. Methods: Students will use their
textbook to help them evaluate questions regarding the Earth's composition and plate tectonics.
Materials: Textbook PAat 1. Labeling the various layers of the Earth's core, mantle, and crust.
Using the following 7 terms, label their approximate location using the diagram in your textbook
nn naoo ag - Inner core - Outer core - Lower mantie - Upper mantle - Asthenosphere -
Lithosphere - Crust 1. In which layer is the material made up of solid iron? 2. How thick (in
kilometers) is the Lithosphere? 3. How many kilometers is it from the Earth's crust to ti.
This continuous probability distribution always has a =0 and =1 T.pdfjkcs20004
This continuous probability distribution always has a =0 and =1 ?
This continuous probability distribution always has a =0 and =1 ? 1) Poisson Distribution 2)
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There is mountain with a popular hiking trail. At one point on the tr.pdfjkcs20004
There is mountain with a popular hiking trail. At one point on the trail, the path narrows so that
only a single hiker can pass through at a time. When several hikers arrive at this point
simultaneously. two queues can build up: one for hikers ascending the mountain and one f hikers
descending. It takes each hiker one second to pass completely through the narrow portion of the
trail. If all the waiting hikers are all going the same direction (either ascending or descending),
then they can immediately begin passing through one at a time, in the order of their arrival.
When hikers going in both directions are waiting, then local custom dictates the following
procedure for determining which hiker has priority (i.e., gets to pass through first): - If in the
previous second, no hiker passed through, then the first waiting descending hiker gets to go first -
If in the previous second, a descending hiker passed through, then the first hiker in the
descending queue goes first. - If in the previous second, an ascending hiker passed through, then
the hiker in the ascending queue goest first. For each hiker, find the time when they will pass
through the narrow portion of the trail. Function Description Complete the function getResult in
the editor below..
There is a bacteria called C. difficile that is found in the large in.pdfjkcs20004
There is a bacteria called C. difficile that is found in the large intestine of 5% of people. It takes
up space and rarely causes problems. However, in those that are immunocompromised or that
take large amounts of antibiotics, killing off all healthy gut bacteria, C. difficile can increase in
numbers rapidly, causing severe disease, even death. In this specific example, C. difficile is best
considered to be a(n) bacteria. opportunistic neutral pathogenic probiotic.
There is discussion among the board about our dividend strategy, alth.pdfjkcs20004
There is discussion among the board about our dividend strategy, although we're looking at what
competitors are doing first. Looking at Baldwin, their current stock price is $54.16 per share. If
this price falls by 10% but they decided to still raise the payout to $2.75, what would be their
dividend yield? Samantha Samantha Jorgenson Board Member, Accounting \& Finance |
Andrews Corporation 5.6%2.1%1.8%1.6%.
These transactions took place for Blossom Co. 2024 May 1 Recelved a $.pdfjkcs20004
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revenue on the R. Stoney note. 2025 May 1 Received principal plus interest on the R. Stoney
note. (Nointerest has been acerued since December 31,2024 ).
There are ten colour cards in a perfectly covered box, each in a diff.pdfjkcs20004
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This is a pedigree for a family with a history of alkaptonuria, a rar.pdfjkcs20004
This is a pedigree for a family with a history of alkaptonuria, a rare metabolic disorder in which
patients cannot breakdown homogenistic acid. This may result in urine that turns black when
exposed to air. These individuals develop a bluish-black discoloration of connective tissues,
discoloration of the skin, progressive arthritis, and other symptoms. What type of inheritance is
this and what is the evidence? The shaded (striped) circles or squares means that the individual
has the characteristic. Prepared by Olga R. Kopp Autosomal recessive. Meredith and J.C. don't
have the disorder but their son does (individual III 4) Epistasis because one gene affects many
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Topic - research and choose a company that has committed to BI. Descr.pdfjkcs20004
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Tom collected an informal gender based data sample at his university..pdfjkcs20004
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observed each individual person no more than once during his observations). What test should
Tom run to determine if his observations significantly differed from the student population? A
chi-squared test of independence between genders A mean comparison of counts across genders
to see if they differ by 5% or more A binomial test of observed genders against an expected
baseline A raw comparison of gender-based outcomes against a coin toss experiment to see if
they differ by 5% or more.
To which of the following facts is the anatomy of birds not s.pdfjkcs20004
To which of the following facts is the anatomy of birds not subject? Select the correct answer To
their phylogenetic descent from reptiles. To the extremely restrictive requirements for flight.
Their ability to fly. To their feeding.
With regard to the stomach of birds, which of the following statements is false? Select the
correct answer There are two distinct parts separable by a constriction. The cranial part is
glandular (proventriculus) and the caudal part is muscular (ventriculus) Externally the separation
of the glandular stomach antw the esophagus is very clear The separation between the two parts
of the stomach ss by a slightly colored constriction called isthmus
Which statement regarding the heart of birds is correct? Select the correct answer The heart is
located in the middle part of the thoracoabdominal cavity. Its axis is directed caudolaterally. The
ventral half of the heart is seated between the left and right lobes of the liver. The pulmonary part
or base of the heart is applied to the sacopleural membrane laterally a Which of the following
statements about the avian larynx is correct? Select the correct answer The larynx is a depression
that carries the laryngeal opening. It is oval in shape. The entrance of the larynx in the resting
state is a narrow slit. The entrance is continued caudally with the laryngeal fissure.
Which of the following statements regarding the female reproductive apparatus of birds is false?
Select the correct answer The reproductive organs of the female are the ovary and the oviduct.
The ovary produces the egg. The oviduct leads the egg to the cloaca and successively adds the
albumen, the two testaceous membranes and the shell. There are two symmetrically bilateral
gonads and oviducts that develop in the early embryonic stages and are maintained in the adult
individual..
Tobac Company reported an operating loss of $132,000 for financial re.pdfjkcs20004
Tobac Company reported an operating loss of $132,000 for financial reporting and tax purposes
in 2021. The enacted tax rate is 25% for 2021 and all future years. Assume that Tobac operates
in an industry for which NOL carryback is allowed and elects a loss carryback. No valuation
allowance is needed for any deferred tax assets. Taxable income, tax rates, and income taxes paid
in Tobac's first four years of operations were as follows: Required: 1.) Prepare a compound
journal entry to record Tobac's tax provision for the year 2021. Show well-labeled computations.
2.) Compute Tobac's net loss for 2021 ..
to orpere 8- Ourrot Liablities and the Ziquidity Anabyis subtopic f.pdfjkcs20004
to orpere 8- Ourrot Liablities and the "Ziquidity Anabyis" subtopic for information on the
currect ratio. 12. What does the current ratio meacure? What would be an indicator that a
company has a stronk curreat ratio? Exilain what acoonts and amounts (\$) you included as part
of your current acsets and which accounts and annets (\$) you incleded as part of your current
liabilities.
Taste Buds Kitchen, Inc. Balance Sheet December 31, 2021.
to sate that the previlenon of salmonela in the regions water difers.pdfjkcs20004
to sate that the previlenon of salmonela in the region's water difers from the previlence of
siamonela in the repions widide? Use =0.01 bo male your decision H11=p2=30H2P2O2=A10
(thye wegers or decimats: Do not mund The ien vidiate in 16?7 (Plind to Wos desirul placas as
reeded) Delemiris the oyilue This prave o bom? (Mound is vien oecimal pacet as reeded )
Deitimene the oroow conchivori
H0p4=D1H2p4B3.
Theres no doubt that today we face many environmental problems poll.pdfjkcs20004
There's no doubt that today we face many environmental problems: pollution, deforestation,
drought, sprawl, overfishing, etc..., but what gets the most attention and is the driving force for
policy is CO2. The idea is that increased atmospheric CO2 makes the earth warmer, makes ice
caps melt, makes sea level rise, etc... But what if it doesn't? The above graph was used for years
to "prove" that increased atmospheric CO2 levels CAUSED increased global temperatures. That
was until word got out that the temperature change always came BEFORE the CO2 change.
Every time. You can see that in the graph if you look closely, and the study's authors were very
up front about it; but others purposely portrayed it as opposite. Some still do - notite me varue
word 'coincide'
still do - notice the vague word 'coincide' in the above caption. But most folks now acknowledge
that temperature occurred first and say instead: a rather nebulous unknown "something" caused
temperature to start rising, and then CO2 accelerated it. So there's not historical evidence that
CO2 has raised temperatures. Is there even evidence that CO2 even has the ability to raise
temperatures? Hard to say, when the vast majority of the greenhouse effect is due to water vapor,
which is both more abundant (about 25,000 ppm vs 400 ppm) and more effective than CO2.
Deforestation is bad in many aspects, but is lost CO2 remediation really one of them? Maybe if
we focus on their value for things such as wildlife habitat and heat island effect, then perhaps
appropriate protections can be made. Nearly all ice cap melting narratives turn out to be soot
related, if you read far enough. Nearly all 'sea level rise' narratives turn out to be subsidence
(gradual settling or
Nearly all CO2-based temperature rise effects turn out to be land clearance effects, if you read
far enough. If the money put into CO2 projects were instead put into land conservation and
pollution remediation and cleaner combustion (more CO2 and less soot) then the overall
environment could be improved. To truly improve the environment, a shift in resources is
needed. Focusing on CO2 is a classic case of "barking up the wrong tree".
2. whether a shift away from fossil fuels is truly beneficial to the environment as a whole, or a
misdirection on resources. 3. the idea that solar/wind industries should be run by nonprofit
organizations - the principal point being that if climate change is such an ominous thing, then no
one should be making a profit on it; thus cost would be lower and more progress made; that
activists should not be profiting off environmental remediation, and that doing so is a conflict of
interest. 4. whether resources should be redirected to more meaningful but less trendy areas of
environmentalism. 5. what motives people (scientists, politicians, etc ...) might have in keeping
the focus of environmentalism on CO2, even to the detriment of the environment itself..
Therefore, converted to a z interval, we wish to find P(z0.61). Note .pdfjkcs20004
Therefore, converted to a z interval, we wish to find P(z0.61). Note that we need to find the area
to the right of z=0.61. Recall, for areas to the right of a specified z value, we use this tab
P(z0.61)=1P(z<0.61)=17=
The table entry for z is the area to.
To map a newly discovered mutation that is proposed to contribute to .pdfjkcs20004
To map a newly discovered mutation that is proposed to contribute to Alzheimer's disease, a
study was made of a small, isolated population on the west coast of Africa. Everyone was
screened for Alzheimer's symptoms and for an SNP marker with two alleles (S1 and S4). The
results are shown below. a) Do you believe the gene contributing to Alzheimer's disease and the
SNP marker S1 are linked? b) Provide a basis for your answer using analytical tools of human
genetics..
There is a relationship between tables T1 and T2, and the columns inv.pdfjkcs20004
There is a relationship between tables T1 and T2, and the columns involved are T1.A and T2.B.
From the data shown, what is the relationship type (1:1, 1:M, and M:M) between T1 and T2?
Explain. (up to 4 lines)
And which side is the Primary Key, and which side is the Foreign Key in this relationship? (up to
4 lines).
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This is a study case in all the photosthe SIPOC diagram bel.pdf
1. This is a study case in all the photos
the SIPOC diagram bellow is incomplete and wrong I need to fix it
Perfect Match TEAM APPLIES n January 2008, the University of Toledo Medical Center
(UTMC) in northwest Ohio collaborated with the University of Toledo's Industrial SIX SIGMA
TO Engineering Department to analyze and improve the preoperational processes for patients
undergoing kidney transplants. Six Sigma was applied to the REDUCE TIME project, and the
following goals were established: IT TAKES TO - Optimize cycle times. QUALIFY PATIENTS
- Enhance customer satisfaction. - Improve efficiencies. FOR KIDNEY - Reduce costs.
TRANSPLANTS - Streamline administrative processes. - Eliminate errors. - Improve protocol
execution and effectiveness. The project's primary metric was the number of days required from
the date a patient was referred to UTMC for a kidney transplant to the date the hospital staff
declared the patient a suitable transplant candidate. The research By Matthew was needed and
the project selected because of an increase in the number of Franchetti and year because of the
increased service area for UTMC. Because of a waiting list of nearly 500 patients, it was
determined a reduced cycle time would save lives. Kyle Bedal, Background and terminology
University of For more than 30 years, UTMC has performed adult and pediatric kidney Toledo
transplants as one of the treatment options for end-stage renal disease. Since UTMC's first
kidney transplant operation in 1972, more than 1,500 kidney transplant operations have been
performed there, with an average patient survival rate of 98% and a graft survival rate of 94%.
The program relies on advanced surgical techniques-including laparoscopic kidney donation,
improved anti-rejection medications and high-quality patient care-to make it one of the most
successful programs in the country. There are a number of steps patients must complete before
receiving a kidney transplant. Generally, the patient must be referred to a medical center and
complete required labs and tests to determine if he or she is suitable. The labs and tests are
usually similar among all transplant centers and among patients. The labs include tuberculosis
(TB) tests, dental clearance, a colonoscopy, chest X-rays, electrocardiography tests, stool
samples, blood work, mammograms, pap smears and diabetes tests. Once the patient fulfills the
requirements, a committee reviews the results and determines whether the patient is a good
candidate. The patient is then allowed to receive a kidney; this is called being "listed," or placed
on the waiting list.
Fil TB EK Often, the time required to complete these health Partnering With Your Transplant
2. Team, The Patient's Guide screenings is up to nine months. In addition, another to
Transplantation. 2 two years may pass after the patient is listed before a The team deployed the
define, measure, analyze, kidney transplant is performed. improve and control (DMAIC)
approach for this Six It is difficult to reduce the waiting period between Sigma project. The
following sections highlight each being listed and receiving a kidney because it's depen- step and
the statistical tools applied to conduct the dent on the number of kidneys available and the num-
analyses. ber of kidneys needed. Improvements can be made, however, for reducing the time
required for a patient Define to become listed. The UTMC Six Sigma project team was
composed The specific goal was to reduce the cycle time from 227 of two surgeons, three
transplant coordinators/regis- days to 180 days or less. The primary metric for this tered nurses, a
psychologist, a financial advisor and two project was the average total preoperational process
industrial engineers. The team adapted a plan from time-measured in days and calculated from
patient Improving Healthcare Quality and Cost With Six Sigma' and records-for patients
undergoing kidney transplants.
and customers (SIPOC) diagram (Table 1) and process map (Figure - Doctors' and nurses'
different data-collection pro1, p. 11) in this phase. cedures. The output variable analyzed for this
process was the time required from a patient's referral to UTMC to the - Scheduling conflicts
between staff and patients. time the patient was evaluated by medical staff, cleared - Lack of
communication among staff. as a suitable candidate and placed on the waiting list. - Staff's
availability. The Six Sigma team conducted a brainstorming ses- - Patients' delays and
cancellations. sion using a fishbone diagram (Figure 2) to identify causes of variation in the
system. - Lack of funds from the patient. The input variables (potential vital Xs ) included: Data
from the previous two years were collected for this project using patient record review, database
review and real-time data collection from current Table 1. SIPoc diagram Table 2. Process
baseline measurement 12 A AUOut zoos | WWWABO.arO Perfect Mateh Table 3. Confidence
interval patients. The data were collected by the cross-func- team established a baseline for the
current process pertional team using standardized forms. formance and performed a process
capability analysis. The team established meaningful Six Sigma metrics Table 2 summarizes the
findings of the review of more based on this data and the project goal. These metrics than 500
patient records during the past five years. included the process cycle time, sigma quality level,
Table 2 also shows the high process average and stanprocess capability, defects per million
opportunities dard deviation between the time the patient receives and yield. a letter of
acceptance to the wait list and the patient's
Table 3. Confidence interval patients. The data were collected by the cross-func- team
3. established a baseline for the current process pesbased on this data and the project goal. These
metrics than 500 patient records during the past five years. included the process cycle time,
sigma quality level, Table 2 also shows the high process average and stanprocess capability,
defects per million opportunities dard deviation between the time the patient receives and yield. a
letter of acceptance to the wait list and the patient's The goal of six months (180 days) for the
comple- orientation. This is because orientation is offered once tion of the evaluation process for
each patient was a month. Clinical evaluations are offered two days each established based on
the minimum time required week and are scheduled months ahead of time, contribfor the various
tests, the patient's own delays and the uting to the high average and standard deviation for critical
nature of transplants to save lives. The current the time between orientation and clinical
evaluation. mean process cycle time was 227 days, with a standard The time between the clinical
evaluation and the deviation of more than 45 days. transplant committee's review shows a high
average and Based on a sampling of 509 patients, 499 patients standard deviation because the
patient has to complete (85.1%) required more than 180 days for the evalua- all of the required
labs and tests. The number and type tion process. This translated into less than 15% % all of
tests required are based on the individual patient. patient evaluations achieving the 180-day goal.
The The average and standard deviation for the time 14.9% acceptance rate translated into
851,000 defects between the transplant committee and being listed per million opportunities, or a
0.46 sigma level, for the was higher than expected because of the coordinators' current process.
Workloads. From a process capability standpoint, the, process in not capable of performing
within specifica. Analyze tions in the current state as calculated with a Cpt value of -0.94 . The
negative Cpi value strongly suggests the The team applied many Six Sigma tools to understand
process capability and identify the vital X5, or the root causes, of process delays requiring more
than 180 days. Figure 3. Processing time histogram The tools and datnanalysis methods
included: - Process capability analysis. - Confidence and prediction intervals. - Pareto analysis. -
Five whys analysis. - Root cause analysis. - Regression analysis. - Failure mode effects analysis
(FMEA). - Work sampling. - Value stream mapping Before identifying and analyzing root
causes, the Perfect Mateh Table 4. Multiple refression results CT= Computerized tomogepty
CTA = Computerited tomographic angiegraphy TA= Tuberculosis process is well above
processing under 180 days. cancellations, communication and patient failure to The team
calculated a confidence interval (Table 3 , complete lab tests-contributed to the process taking p.
13) to show the range of the true mean. This benefits more than 180 days. After developing the
process map
The Six Sigma team then conducted a FMEA and ana- 7 of 8 TPR = Tosal process time
reduction taken are discused later. data input and data revicw or preparation (70% of A
4. workstudy was completed to evaluate which tasks activities). The coordinator's main focus
should be occupy most of the transplant coordinaror's workday working with patients and
coordinating labs and tests (Figure 5). The procedure to conduct this workstudy for them so their
information can be presented to was based on Intraduction to Sintistical Quality Contral." the
committee for review as quickly as possible. The The coordinator spent most of the time
preparing coordinator's tasks that should be reduced are: waiting and reviewing patients' files,
which consists of orga- for patients/co-workers, inputting patient data and nizing information,
filling out and getting required preparing and reviewing patient files. information, updating
patients' medical history and information, reviewing test results of patients and Figure 5. Work
study results-transplant sending patients the necessary information. Other coordinator activities
included scnding and receiving e-mails, checking mail, organizing and scheduling, and
reviewing meeting notes. Figure 5 shows that 34% of the coordinator's time was spent preparing
patients' files. In other words, one-third of the coordinator's time was spent preparing to see
patients. Analyzing the work study showed that the coordinator had about one hour of idle time
each week waiting for other transplant members to complete evaluations of patients. Essentially,
this is nonvalue-added time and prevents the coordinator from performing more important tasks.
Data entry should be minimal for the coordinator. Figure 6 (p. 16) also displays the coordinator's
percentage of value-added tasks and nonvalue-added rasks. Valte-added tasks were identified as
patient or provider contact ( 30% of activities). Nonvalue-added activities were identified as
waiting for patients or staff, Improve Table 6. Combined test results After identifying and
analyaing the potential vital Xs, the team created a list of improvement initiatives to address each
issue. Meetings and focus groups were held with the patients, surgeons, nurses, transplant
coordinators and other staff to review the results and develop a list of improvements and
predicted pro- Dpmo = defects per million opportunties cess time reductions (Table 5,p. 15). The
following the process and expectations with a timeline at improvements were identified: the end
of clinical evaluation. - Create and implement a patient database to pro- Consider offering
clinical evaluations on one vide information and generate custom reports additional day of the
week because of the long (for example, incomplete tests and status). time it takes between
orientation and clinical - Build a tracking system in the database to monitor evaluation.
performance to ensure targets are met based on - Develop a dental assistance program to identify
timelines (tests, process performance and comwith scheduling. - Consider using a video for
patient orientation - Consider a continuous monitoring s)stem using instead of presentation
(mailed or web-based). the database. Send the report to the patient to - Consider delaying start of
paperwork until patient verify information at a determined interval (two is signed up for
evaluation. weeks or four months). - Consider using a presheet process (an overview of -
Develop standard operating procedures (SOps) process given at orientation). for the process to
5. ensire unifornity and consis- - Modify clinical schedule to improve medical tent work. staff's
efficiency and reduce patient cycle time. The transplant team decided to pursue building a
Establish an evaluation so the coordinator only database, which will track important data and
perforhas to see the patient at the end of the process. mance measures. To improve the clinical
evaluation This would allow the coordinator to spend less process, the team modified the patient
schedule by time at the clinical evaluation and more time to rescheduling the financial officer
and social worker contact patients and break barriers. Consider to see patients after the doctor
and coordinator are moving the social worker into different office to finished with them. These
activities can be done in a conduct the evaluation different room. - Give a simplified handout or
contract describing The team didn't have enough staff to offer clinical evaluations on one
additional day each week, but the staff did agree to add another patient to each day evaluations
are offered. They also agreed to work Figure 6. Value-added pie chart with different dental
offices to reduce dental costs for
- Give a simplified handout or contract describing cal evaluations on one additional day each
week, but the staff did agree to add another patient to each E1 8% i chart day evaluations are
offered. They also agreed to work with different dental offices to reduce dental costs for patients
who cannot afford dental care. The transplant team implemented a solution center and created a
position to handle incoming calls about the transplant process. This required someone to look up
information in the database and answer common questions. If the employee cannot answer a
question. he or she can direct patients to an appropriate staff member. This allows coordinators
more time to focus on helping patients become listed faster. The solution center also made the
process more personal to the patient, because the patient only needs one phone number to call for
questions and can avoid the frustration of calling several places. The solution 16 | AuOUer 2000
I WWW Aso.ona Perfect Mateh center also serves as a barrier breaker and further Figure 7.
Histogram of completion times personalizes UTMC's medical services. personalizes UTMC's
medical services. Table 5 shows a total process cycle time reduction of 63 days - a 27.8% drop-
in the current cycle time of 227 days to 163 days. Improvements were implemented and results
shared daily with the medical staff and administration. After meeting with all stakeholders, a
standardized process was created and documented. The goals of the standardized process were to
mistakeproof and streamline the process from the patient's viewpoint. The process was tracked,
and process cycle time and standard deviation were measured for each patient for one year. The
mean cycle time was reduced by 28.2% ( 64 days) from 297 days to 163 days, and the standard
deviation was reduced from 45 days to 27 days. To validate the process improvements, a process
capability study was completed on the process cycle time for the new system. Hypothesis tests
were also conducted on the difference berween the means and variances for the previous process
6. and the new process. Six Sigma is an effective way to identify root causes of From a process
capability standpoint, the process has problems using data-driven approaches in healthcare.
significantly improved. The new process is much more As a direct result of this research,
patients will receive capable of performing within specifications (cycle life-saving transplants
earlier. Complicating factors in times within 180 days) as calculated with a CFe value of
conducting this project included maintaining strict 0.21 , up from -0.34 with the previous system.
Work is patient confidentiality (Healch Insurance Portability still needed to raise the C to a value
greater than I. and Accountability Act laws) and coordinating meetAssuming a normal
distribution with a mean of 163 ing times within the surgeons and nurses schedules. days and
standard deviation of 27 days, 73.6% of all This method and approach applied in this research
cycle times will be within the target procesx time of 180 around the world, as well as other
transplant centers days or less. To validate this normality assumption, a for different organs.
histogram was created (Figure 7) for the processing times after the improvement initiatives were
implemented. Based on the expected bell shaped curve, the normality assumption appears valid:
were reduced by 68.9%-from 851,000 to 264,000 3. Amande Pfeimer Brweriey Trinker asd
Kuers L- Mock Mhar Eumy Fuamt defects per million opportunities. This reflects an annual
savings of $22,000 from reduced administrative costs and photocopies (see Table 6). To ensure
the process performs within the acceptable limits and to continue to drive down the cycle time,
performance is monitored on an ongoing basis. To achieve control status, x and r-bar charts (a
tool that tracks defects over time) were used. In addition, key staff members meet weekly to
discuss performance WHAT DO YOU THNN OF THIS ARTCLE? Please share and generate
new improvement solutions. These meetings involve a review of process times, patient surveys
your comments and thoughts with the aditar by emailing and adherence to SOPs.
Table 1. SIPOC diagram