<?xml version="1.0" encoding="iso-8859-1"?>
<rss version="2.0">
  <channel>
		<title>iSixSigma Healthcare Discussion Forum</title>
		<link>http://healthcare.isixsigma.com/forum/</link>
		<description>Discussion Forum for topics including Six Sigma, business, management, leadership, project management and process improvement.</description>
		<language>en-us</language>
		<copyright>Copyright 2000-2009 iSixSigma</copyright>
		<docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <lastBuildDate>Sat, 21 Nov 2009 10:00:59 GMT</lastBuildDate>
    <ttl>10</ttl>

		<item>
			<title><![CDATA[help to make a decision tree]]></title>
			<description><![CDATA[can someone help make a decision tree for this:
The Eastern Trading Company (ETC) was set up by George Richards after he spent a summer vacation in Indonesia during his student days. The contacts he made during his time in Jakarta became the suppliers for his import business. George specialised initially in dress fabrics, but expanded later into rugs, furniture and household goods. He has sold most of his goods directly to three or four major retail chains, but on a few lines of products has dealt exclusively with one large Department store chain, Lewis John. 
&amp;nbsp;
Two years ago, George entered into a partnership with an old friend of his (Ron Stevens) to form a direct trading company, Eastern Promise, which promoted both his and other goods in national newspapers and magazines. The direct selling operation had been slower to take off than George anticipated. It had required considerable capital to set up its two warehouses, but it was now slowly moving towards profitability. Even so, Eastern Promise had more debt than either of its owners would have liked. 
&amp;nbsp;
This was one reason why George was undecided about the latest offer from one of his agents in Jakarta. His regular monthly import business gives him a guaranteed profit of £20,000 from the sale of furniture, fabrics and household goods. The prospective deal on the other hand, which was rather more risky, involves a shipment of 1000 hand-woven rugs, which had to be sold fast because other importers were also targeting this market. The quoted transportation costs (at £20 per rug) were higher than usual, but the unit price of the rugs to ETC (£50 per rug) was very low indeed, given their quality. If George sold the rugs through his normal retail channels his profit would be dependent on how well the merchandise sold. He reckoned that he could charge the retailers £120 for each rug; he calculated that if he sold all of them he would make a profit of £50,000. Normally, George would have checked with his contacts at Lewis John and other retail chains to see how attractive the rugs deal appeared to them, but the timescale involved did not allow him to sound out opinion fully. The only reaction he had received was from Lewis John’s chief buyer, who was not enthusiastic about the merchandise and suggested that the store would only take a small quantity initially (10% of the total shipment) to see how well they sold in their shops; if they sold well, they would take all 1000, if not, they would restrict their purchase to 100. 
&amp;nbsp;
If the rugs did not sell well through Lewis John, an alternative outlet would be through Eastern Promise, the direct trading company, but this would mean expenditure of £10,000 to promote the merchandise. After talking with his partner, Ron, they estimated that there would be a 50% chance of selling all the rugs through the direct trading company, but the level of promotional expenditure and a lower selling price (£100 per rug) would obviously reduce the total profits on the deal. If however, the rugs did not sell at all they would have to sell them to the smaller discount stores for a substantially lower price (of £50 per rug) because of greater competition, which would result in a considerable loss. Alternatively, they could avoid some of this risk by immediately offloading the rugs onto the discount stores should they fail to sell via Lewis John, and not try promoting them through Eastern Promise at all. If they did this, George and Ron thought that they could get their losses down to £9,000.
&amp;nbsp;
George summed up his dilemma in the following way:
&amp;nbsp;
The decision I have to take almost immediately is do I take the whole shipment of rugs or do I politely decline the offer? The problem is that, although I normally have a pretty clear idea of how well merchandise will sell in the big retail chains, I am uncertain about this particular line of merchandise. I think I would have to say that there is less than a fifty-fifty chance of it selling well through Lewis John, and possibly as low as a 30 per cent chance. If that was correct it would mean that there is a 70 per cent chance of having to sell the rugs through our direct trading operation. And the last thing the company needs at the moment is potentially large losses on a deal! &amp;nbsp;
&amp;nbsp;]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4832</link>
			<pubDate>Fri, 20 Nov 2009 03:33:13 GMT</pubDate>
			<postedBy><![CDATA[karma]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: or Capacity]]></title>
			<description><![CDATA[Maybe look at staffing and the cost associated with having staff to run the additional room plus the cost to build,&amp;nbsp;compared to the overtime cost. Calculate you ROI]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4831</link>
			<pubDate>Thu, 19 Nov 2009 23:23:16 GMT</pubDate>
			<postedBy><![CDATA[JDL]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Pre-op Capacity]]></title>
			<description><![CDATA[When is it apparent you need to increase your pre-op capacity by adding beds? If the longest process is in the operating room will adding beds in pre-op help patient flow?]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4830</link>
			<pubDate>Thu, 19 Nov 2009 23:15:57 GMT</pubDate>
			<postedBy><![CDATA[JDL]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[regulatory affairs]]></title>
			<description><![CDATA[I am a regulatory professional in india.
please suggest if any additional text to be added on packaging materials, which leads to change in manufacturing license so which department is responsible to raise change control procedure.
1) Regulatory affairs
2) Packaging development department or
3) Quality assurance department]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4829</link>
			<pubDate>Thu, 19 Nov 2009 06:39:57 GMT</pubDate>
			<postedBy><![CDATA[pradeep singh]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Six Sigma in Skilled Nursing Facilities]]></title>
			<description><![CDATA[Don&apos;t know a whole lot about Six sigma but I guess somewhere in the entire process one would be required to look into nurses availability ( or nurse shortages in the area ) as also the fact that skilled nursing facilities rely on Medicaid revenue mainly - so their revenue cycle should be interesting to study. ]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4828</link>
			<pubDate>Wed, 18 Nov 2009 22:32:18 GMT</pubDate>
			<postedBy><![CDATA[lalita]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Rounding]]></title>
			<description><![CDATA[We are involved in a team-based pilot project on a couple of our inpatient units.&amp;nbsp; Focused rounding at the huddle board is a key factor in our early successes.&amp;nbsp; There are times when a team member can&apos;t make it to the board so its important that the rest of the team steps up and covers for them.&amp;nbsp; It has to be part of their standard work and the team needs to hold eath other accountable to participate.&amp;nbsp; ]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4827</link>
			<pubDate>Wed, 18 Nov 2009 18:47:04 GMT</pubDate>
			<postedBy><![CDATA[Sanches]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[OR Capacity]]></title>
			<description><![CDATA[What are some key factors when looking at a need for an additional operating room??
- % of add ons
- utilization
- overtime
what else????]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4826</link>
			<pubDate>Mon, 16 Nov 2009 22:59:13 GMT</pubDate>
			<postedBy><![CDATA[Robert]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Can Anyone Make a Decision Tree on This Please?]]></title>
			<description><![CDATA[lol did u find out how to do the decision tree??? i could use it myself too lol i got the same case study for university at the moment...and im really blank :S 
&amp;nbsp;
wb
&amp;nbsp;
krupi
&amp;nbsp;
xxxxxxx]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4825</link>
			<pubDate>Sat, 14 Nov 2009 15:22:16 GMT</pubDate>
			<postedBy><![CDATA[Krupi]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Help!]]></title>
			<description><![CDATA[Where rcan I find a chart with a breakdown of the average Six Sigma/DPMO level by industry?
&amp;nbsp; ]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4823</link>
			<pubDate>Thu, 12 Nov 2009 19:03:11 GMT</pubDate>
			<postedBy><![CDATA[HElp]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Need Help on FMEA Scales]]></title>
			<description><![CDATA[Can you send me the template that you have used?]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4820</link>
			<pubDate>Fri, 6 Nov 2009 21:15:18 GMT</pubDate>
			<postedBy><![CDATA[Jacqueline Ortega]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: 2 Sample T (Sample Size)]]></title>
			<description><![CDATA[It is somewhat difficult from your description to tell exactly what test is being conducted.&amp;nbsp; The calculator provided in the reply given is useful if you are measuring a percentage, but I&apos;m not sure that is what you are measuring.&amp;nbsp;&amp;nbsp; Some questions that you need to answer to process this correctly:
- Are the units &quot;paired&quot; or independent samples?&amp;nbsp;&amp;nbsp; In other words, if the measurements are made on &quot;like&quot; units, then you can make the comparisons within each unit and have a single group test on the differences instead of two independent samples.&amp;nbsp;&amp;nbsp; This impacts the sample size calculations.
- You mention a 10% increase in size, but what is the base measurement?&amp;nbsp; If it is a proportion, then use a sample size calculator based on 1 or 2-sample proportions.&amp;nbsp;&amp;nbsp;&amp;nbsp; If it is a measurement, then the test should be done using&amp;nbsp;the estimate of a 10% change relative to the sigma expected.&amp;nbsp;&amp;nbsp;&amp;nbsp; For example, suppose the base measurement is 100, so you are looking for a 10 unit increase.&amp;nbsp;&amp;nbsp; However, you need the estimate of variation in these measurements to apply a sample size calculator.&amp;nbsp; The ratio of the 10 unit change to the process sigma is what you would need to enter in most SS calculators.&amp;nbsp; You might need to do a few measurements to&amp;nbsp;estimate this variation, otherwise your sample&amp;nbsp;size estimation may be way off.
Hope this helps.&amp;nbsp;]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4817</link>
			<pubDate>Thu, 5 Nov 2009 02:46:27 GMT</pubDate>
			<postedBy><![CDATA[StuW]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Can anyone make a decision tree on this please?]]></title>
			<description><![CDATA[here is the info:
Eastern Trading Company
&amp;nbsp;
The Eastern Trading Company (ETC) was set up by George Richards after he spent a summer vacation in Indonesia during his student days. The contacts he made during his time in Jakarta became the suppliers for his import business. George specialised initially in dress fabrics, but expanded later into rugs, furniture and household goods. He has sold most of his goods directly to three or four major retail chains, but on a few lines of products has dealt exclusively with one large Department store chain, Lewis John. 
&amp;nbsp;
Two years ago, George entered into a partnership with an old friend of his (Ron Stevens) to form a direct trading company, Eastern Promise, which promoted both his and other goods in national newspapers and magazines. The direct selling operation had been slower to take off than George anticipated. It had required considerable capital to set up its two warehouses, but it was now slowly moving towards profitability. Even so, Eastern Promise had more debt than either of its owners would have liked. 
&amp;nbsp;
This was one reason why George was undecided about the latest offer from one of his agents in Jakarta. His regular monthly import business gives him a guaranteed profit of £20,000 from the sale of furniture, fabrics and household goods. The prospective deal on the other hand, which was rather more risky, involves a shipment of 1000 hand-woven rugs, which had to be sold fast because other importers were also targeting this market. The quoted transportation costs (at £20 per rug) were higher than usual, but the unit price of the rugs to ETC (£50 per rug) was very low indeed, given their quality. If George sold the rugs through his normal retail channels his profit would be dependent on how well the merchandise sold. He reckoned that he could charge the retailers £120 for each rug; he calculated that if he sold all of them he would make a profit of £50,000. Normally, George would have checked with his contacts at Lewis John and other retail chains to see how attractive the rugs deal appeared to them, but the timescale involved did not allow him to sound out opinion fully. The only reaction he had received was from Lewis John’s chief buyer, who was not enthusiastic about the merchandise and suggested that the store would only take a small quantity initially (10% of the total shipment) to see how well they sold in their shops; if they sold well, they would take all 1000, if not, they would restrict their purchase to 100. 
&amp;nbsp;
If the rugs did not sell well through Lewis John, an alternative outlet would be through Eastern Promise, the direct trading company, but this would mean expenditure of £10,000 to promote the merchandise. After talking with his partner, Ron, they estimated that there would be a 50% chance of selling all the rugs through the direct trading company, but the level of promotional expenditure and a lower selling price (£100 per rug) would obviously reduce the total profits on the deal. If however, the rugs did not sell at all they would have to sell them to the smaller discount stores for a substantially lower price (of £50 per rug) because of greater competition, which would result in a considerable loss. Alternatively, they could avoid some of this risk by immediately offloading the rugs onto the discount stores should they fail to sell via Lewis John, and not try promoting them through Eastern Promise at all. If they did this, George and Ron thought that they could get their losses down to £9,000.
&amp;nbsp;
George summed up his dilemma in the following way:
&amp;nbsp;
The decision I have to take almost immediately is do I take the whole shipment of rugs or do I politely decline the offer? The problem is that, although I normally have a pretty clear idea of how well merchandise will sell in the big retail chains, I am uncertain about this particular line of merchandise. I think I would have to say that there is less than a fifty-fifty chance of it selling well through Lewis John, and possibly as low as a 30 per cent chance. If that was correct it would mean that there is a 70 per cent chance of having to sell the rugs through our direct trading operation. And the last thing the company needs at the moment is potentially large losses on a deal! &amp;nbsp;
&amp;nbsp;]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4816</link>
			<pubDate>Wed, 4 Nov 2009 23:56:13 GMT</pubDate>
			<postedBy><![CDATA[Shamara Thomas]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: 2 Sample T (Sample Size)]]></title>
			<description><![CDATA[Hope this helps ...
http://www.dimensionresearch.com/resources/calculators/sample_size.html]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4815</link>
			<pubDate>Wed, 4 Nov 2009 16:51:50 GMT</pubDate>
			<postedBy><![CDATA[Darshan]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Six Sigma Certification]]></title>
			<description><![CDATA[Santhosh - please refer to the &quot;new to six sigma&quot; link on the left-hand side of this window.  Good Luck with your six sigma endeavors.  ]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4819</link>
			<pubDate>Wed, 4 Nov 2009 16:15:32 GMT</pubDate>
			<postedBy><![CDATA[Pal]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Six Sigma certification]]></title>
			<description><![CDATA[I am a Quality Analyst and am interested in getting certified on the Six sigma, Which belt of Six Sigma can I start with and Where could I get the required knowledge documents, material to study and some nuggets over the internet. Any suggestion would be appreciated.]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4818</link>
			<pubDate>Wed, 4 Nov 2009 09:25:10 GMT</pubDate>
			<postedBy><![CDATA[santhosh]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Criteria for Sitter Use in Hospital Setting]]></title>
			<description><![CDATA[Hello and how are you?&amp;nbsp; I noticed your name on the list (smile) Sonya]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4814</link>
			<pubDate>Wed, 4 Nov 2009 02:32:22 GMT</pubDate>
			<postedBy><![CDATA[Sonya Jackson RN]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Physician-Nurse Rounding]]></title>
			<description><![CDATA[We rounded not only with the Dr/nurse, but also pharmacist, social worker, dietician and I think physical therapy as well. Every morning at around the same time, all of us would discuss issues that pertained to the speciality. The rounds helped all of us gain important information about the patient so we could work as a group to improve the patient&apos;s care. All of the nurses found this very benificial and rewarding. The problems were, Dr.s ready to round and one of the team was not able to attend, or all of the other disciplines were ready but the Dr. was called away as he/she covered the ER admissions as well. All in all, I thought it was great. I feel there were less calls made to the Dr. after he left the ICU, in regards to orders that were not written, or already addressed. I felt like we were more of a team, and the time allowed for open discussion instead of being afraid to interupt a Dr. while he was trying to take care of another patient. 
If your hospital is looking into rounding, I highly recommend it. I wish the Internal med docs that we have now would be more receptive to it. I hate feeling like I am just the task person when in fact I may have information for the Dr. that will help the patient. ]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4813</link>
			<pubDate>Tue, 3 Nov 2009 22:10:41 GMT</pubDate>
			<postedBy><![CDATA[Kris Temple]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[2 Sample t (sample size)]]></title>
			<description><![CDATA[I&apos;m trying to calculate a required sample size, but have a feeling I don&apos;t have enough information.
Situation: Two Randomized Groups: 1 no intervention, 1 with intervention.&amp;nbsp; If there is a 10% or greater increase in size, the intervention has made a difference.
I believe that is a 2-Sample t Test (1 tailed). I assume Power&amp;nbsp;= .8, but since there hasn&apos;t been sampling, I don&apos;t know SD.
If someone has a moment, can you let me know what I&apos;m missing... it just isn&apos;t computing (literally).
Cheers,
M
&amp;nbsp;]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4812</link>
			<pubDate>Tue, 3 Nov 2009 17:21:51 GMT</pubDate>
			<postedBy><![CDATA[MatthewG]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[Re: Sitters]]></title>
			<description><![CDATA[Please email me any information you have on sitters and sitter reduction. I am writing a paper for school and you seem to have a lot of information]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4811</link>
			<pubDate>Tue, 3 Nov 2009 11:21:05 GMT</pubDate>
			<postedBy><![CDATA[Wanda]]></postedBy>
		</item>
    
		<item>
			<title><![CDATA[call center attention]]></title>
			<description><![CDATA[Has anybody got benchmarking information for a call center in healthcare? it would be of great help ! thanks, 
&amp;nbsp;
&amp;nbsp;]]></description>
			<link>http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=4810</link>
			<pubDate>Thu, 29 Oct 2009 01:06:36 GMT</pubDate>
			<postedBy><![CDATA[laura ]]></postedBy>
		</item>
    
  </channel>
</rss>
