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Abstract:The Joint Commission, a healthcare facility accrediting body, developed a robust process improvement program using lean Six Sigma, integrating change management to reinforce improvements. The organization sought to improve internal operations and encourage wide use of quality tools, thereby creating a pervasive quality of culture. Over eight years, the Joint Commission developed and implemented tiered curricula suited to employee needs and commitment. It tracks success through staff surveys on program effectiveness and improvement in work. Improvements developed through lean Six Sigma are implemented with understanding of organizational culture and using change management principles. By modifying its own operations to promote systematic problem solving, the Joint Commission is better able to extend the approach to the health organizations it …

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--Arlene M. Aliano, 07-26-2016


The following quotation from the article is puzzling:

“By following the DMAIC process, the root causes were found to be unsafe walking surfaces, weather and field staff characteristics, such as gender or the accreditation program being surveyed.”

It begs the following questions:
ONE: What were the harmful conditions, behaviors, actions, and inactions that resulted in each of the "root cause?"
TWO: Which of those harmful conditions, behaviors, actions, and inactions have equal or better claim to be called "root causes?'
THREE: Which other harmful conditions, behaviors, actions, and inactions were necessary to the causation of the harms incurred?
FOUR: TWO: Which of those harmful conditions, behaviors, actions, and inactions have equal or better claim to be called "root causes?'
--William R. Corcoran, PhD, PE, 07-19-2016



--Sheila, 06-17-2016


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