2004
DOI: 10.1097/00006247-200403000-00012
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Shoulder work intensity with Six Sigma

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Cited by 13 publications
(6 citation statements)
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“…These articles contained descriptions of SS/L projects that were implemented throughout several areas in a hospital or health system (such as the hospital pharmacy, hospital laboratory, and emergency department), and therefore reported outcomes for process improvement projects in multiple areas of the hospital of health care system 9,21,22,26,28,38,44,49 All of the 8 articles reported positive results for the process improvement projects, 220 QUALITY MANAGEMENT IN HEALTH CARE/VOLUME 19, ISSUE 3, JULY-SEPTEMBER 2010 indicating that SS/L was effective at improving processes of care. Although broad in scope, these articles often did not report in-depth statistics on the outcomes of the projects that were implemented.…”
Section: Ss/l To Improve Processes Of Carementioning
confidence: 99%
“…These articles contained descriptions of SS/L projects that were implemented throughout several areas in a hospital or health system (such as the hospital pharmacy, hospital laboratory, and emergency department), and therefore reported outcomes for process improvement projects in multiple areas of the hospital of health care system 9,21,22,26,28,38,44,49 All of the 8 articles reported positive results for the process improvement projects, 220 QUALITY MANAGEMENT IN HEALTH CARE/VOLUME 19, ISSUE 3, JULY-SEPTEMBER 2010 indicating that SS/L was effective at improving processes of care. Although broad in scope, these articles often did not report in-depth statistics on the outcomes of the projects that were implemented.…”
Section: Ss/l To Improve Processes Of Carementioning
confidence: 99%
“…These findings gave the team their focus for improvement within the Implement step within DMAIC. In order to complete the end‐to‐end view from the customers' perspective the team set about mapped the flow of their work, as suggested by Morgan and Cooper (2004), based on the following question:How good are we at delivering what matters to our customers?The researcher working with the repair team in his role as business improvement manager facilitated the mapping of the end‐to‐end flow of the work as suggested within DMAIC (Antony, 2006). The team considered bringing in experts in the actual systems, but felt this would lead to the flow being mapped from an “internal” perspective.…”
Section: Resultsmentioning
confidence: 99%
“…A key development of service based Six Sigma is in the data centric service organisations involving long run data streams. These applications are found mainly in the healthcare sector, both public and private due to Government emphasis on health sector reform; (see for example, Peltokorpi and Kujala, 2006 – hip replacements; Morgan and Cooper, 2004 – Rehab; Revere and Black, 2003 – patient care). These top down agent based applications of Six Sigma focus on the operational methodology of Six Sigma rather than wider strategic interpretations.…”
Section: Six Sigma In Services and Call Centresmentioning
confidence: 99%
“…Case study method is used to document and analyze Six Sigma implementation in particular contexts; industry, service, process or phase of a specific project. Examples of Six Sigma case study research include concerning applying Six Sigma approach to improve customer service in an Indian small scale industry, Echempati and White (2000) Kalamdani and Khalaf (2006); Kapur and Feng (2005); ; ; Khalaf and Yang (2006); Knowles et al (2004); Kovach (2007); Kovach and Cho (2006); Krishna and Dangayach (2007); Krishna et al (2008); ; Kumar et al (2006Kumar et al ( , 2008a; Kumi and Morrow (2006); Ladani et al (2006); ; ; Li et al (2006; Lin et al (2008); Lipscomb and Lewis (2004); Liu et al (2008); ; Lok et al (2008); Lucier and Seshadri (2001); McAdam and Lafferty (2004); Antony (2005, 2006); Mahesh et al (2006); Malhan and Rao (2005); Malliga and Srinivasan (2007); Manikandan et al (2008); Markarian (2004a, b); Marti (2005); Martin et al (2006); Mazzola et al (2007); ; ; Morgan and Cooper (2004); Morusca and Cupryk (2005); Motwani et al (2004); Mukhopadhyay and Ray (2006); Murugappan and Keeni (2003); Neagu and Hoerl (2005) Thomas and B...…”
Section: No Unified Standards Have Been Accepted Regarding the Contents Of Belt Trainingmentioning
confidence: 99%