Methodology for Process Improvement Through Basic Components and Focusing on the Resistance to Change.

This paper describes a multi-model methodology that implements a smooth and continuous process improvement, depending on the organization's business goals and allowing users to establish their improvement implementation pace. The methodology focuses on basic process components known as ‘best practices’. Besides, it covers following the topics: knowledge management and change management. The methodology description and the results of a case study on project management process are included

A new lean change methodology for small & medium sized enterprises

SMEs find it difficult to implement productivity improvement tools, particularly those associated with Lean Manufacturing. Larger companies have more success due to greater access to resources. To provide the SMEs with a way to implement Lean sustainably, the European project ERIP develops a new lean change methodology for SMEs. In this paper the methodology is explained and three test cases show the strength of the methodology. The method is a sequence of achieving management and company support, starting with data analysis and identifying problems and consequently solving these problems. Within the workshops, training of employees is conducted. The three test cases show that even through limited efforts, a good productivity improvement can be achieved in a sustainable manner

Approach to Identify Internal Best Practices in a Software Organization.

Current approaches to software process improvements (SPI) in software organizations is based on identifying gaps by comparing the way organizations work with respect to practices contained in the reference models. Later, these gaps will be targeted for establishing software process improvements. This paper presents an approach for identifying best practices within the organization. This is considered a key element in order to compare the way software organizations work with the reference models. After that, these practices will be complemented with practices contained in these models depending on the organization's business goals

Safer clinical systems : interim report, August 2010

Safer Clinical Systems is the Health Foundation’s new five year programme of work to test and demonstrate ways to improve healthcare systems and processes, to develop safer systems that improve patient safety. It builds on learning from the Safer Patients Initiative (SPI) and models of system improvement from both healthcare and other industries. Learning from the SPI highlighted the need to take a clinical systems approach to improving safety. SPI highlighted that many hospitals struggle to implement improvement in clinical areas due to inherent problems with support mechanisms. Clinical processes and systems, rather than individuals, are often the contributors to breakdown in patient safety. The Safer Clinical Systems programme aimed to measure the reliability of clinical processes, identify defects within those processes, and identify the systems that result in those defects. Methods to improve system reliability were then to be tested and re-developed in order to reduce the risk of harm being caused to patients. Such system-level awareness should lead to improvements in other patient care pathways. The relationship between system reliability and actual harm is challenging to identify and measure. Specific, well-defined, small-scale processes have been used in other programmes, and system reliability has been shown to have a direct causal relationship with harm (e.g. care bundle compliance in an intensive care unit can reduce the incidence of ventilator-associated pneumonia). However, it has become evident that harm can be caused by a variety of factors over time; when working in broader, more complex and dynamic systems, change in outcome can be difficult to attribute to specific improvements and difficulties are also associated with relating evidence to resulting harm. The overall aim of Phase 1 of the Safer Clinical Systems programme was to demonstrate proof-of-concept that using a systems-based approach could contribute to improved patient safety. In Phase 1, experienced NHS teams from four locations worked together with expert advisers to co-design the Safer Clinical Systems programme

Board games as a teaching tool for technology classes in Compulsory Secondary Education

Aquest treball estudia la tècnica coneguda com game-based learning, és a dir, l’ús dels jocs com a eina didàctica. Primer que res, es fa recerca sobre els treballs ja existents i es veu que, tot i haver-hi articles sobre game-based learning, és difícil trobar-ne de relacionats amb la tecnologia, més enllà d’ensenyar a programar. A continuació, es revisen els continguts curriculars i les competències de secundària i es relacionen amb alguns jocs de taula ja existents, dels quals es detallen breument les regles de joc. Es veu que hi ha continguts curriculars, pels quals es difícil trobar un joc que hi encaixi. A més a més, es desenvolupa la idea d’un nou joc de taula, basat en el ja existent Party & Co., per treballar alguns dels continguts curriculars pels quals no s’ha trobat cap joc existent que s’hi escaigui. Finalment, s’explica una experiència duta a terme durant el període de pràctiques en el centre escolar al curs de 3r d’ESO. Es disposava de tres grups i en tots tres es va seguir la mateixa programació: classe introductòria expositiva, una sessió de muntatge de robots LEGO, 4 sessions de programació i un petit test. En un dels tres grups, però, es va fer una classe prèvia extra on es va jugar a un joc de taula anomenat RoboRally. Els objectius eren dobles: que aprenguessin la importància de l’algorísmica i que s’ho passessin bé. Els resultats mostren que aquest grup va treballar més i millor. En el treball s’analitzen els resultats obtinguts

RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING

Rethinking business through reengineering is based on the assumption that to meet contemporary demands of quality, service, flexibility, and low cost, processes must be kept simple. Examples of simplifying processes are combining several jobs into one, letting workers make decisions, performing the steps in a process in a natural order, and performing work where it makes the most sense. The net result is that work may be shifted across functional boundaries several times to expedite its accomplishment. Traditional inspection and control procedures are often eliminated or deferred until the process is complete, providing further cost savings. The authors, focusing their research on enterprises from Oltenia Region, demonstrate how reengineering can be carried out in a variety of corporate settings. But although workers are the ones who need to be empowered to carry out reengineering, the authors are adamant that the process must start at the top. This is because it involves making major changes that are likely to cut across traditional organizational boundaries. Those empowered to make the changes at lower levels must know they have the support of top management, or change won�t occur.reengineering, rethinking business processes, regional economy, leadership, organization