Efnisyfirlit

• Cover
• Title
• Copyright
• FOREWORD
• PREFACE
• ACKNOWLEDGMENTS
• THE AUTHORS
• INTRODUCTION: THE IMPROVEMENT GUIDE, SECOND EDITION
  • Why Take the Initiative?
  • How Is This Book Different?
  • Structure of the Book
  • How to Read the Book
• PART ONE: INTRODUCTION TO IMPROVEMENT
  • CHAPTER ONE: CHANGES THAT RESULT IN IMPROVEMENT
    • Principles of Improvement
    • The Model for Improvement
    • Key Points from Chapter One
  • CHAPTER TWO: SKILLS TO SUPPORT IMPROVEMENT
    • Supporting Change with Data
    • Developing a Change
    • Testing a Change
    • Implementing a Change
    • Spreading Improvements
    • The Human Side of Change
    • Key Points from Chapter Two
  • CHAPTER THREE: IMPROVEMENT CASE STUDIES
    • Case Study 1: Improving the Morning Meeting
    • Case Study 2: Improving Service in a Dental Office
    • Case Study 3: Improving Methods for Teaching Biology
    • Case Study 4: Contamination in Shipping Drums
    • Case Study 5: Reducing Energy Use in School
    • Key Points from Chapter Three
• PART TWO: METHODS FOR IMPROVEMENT
  • CHAPTER FOUR: THE SCIENCE OF IMPROVEMENT
    • Profound Knowledge
    • Milestones in the Development of Profound Knowledge
    • Key Points from Chapter Four
  • CHAPTER FIVE: USING THE MODEL FOR IMPROVEMENT
    • What Are We Trying to Accomplish?
    • How Will We Know That a Change Is an Improvement?
    • What Changes Can We Make That Will Result in Improvement?
    • The Plan-Do-Study-Act Cycle
    • Using the Cycle to Build Knowledge
    • Key Points from Chapter Five
  • CHAPTER SIX: DEVELOPING A CHANGE
    • Some Typical Problems in Developing Changes
    • Reactive Versus Fundamental Change
    • Theory for Change
    • Methods for Developing Fundamental Change
    • Key Points from Chapter Six
  • CHAPTER SEVEN: TESTING A CHANGE
    • Applying the Science of Improvement to Testing
    • Principles for Testing a Change
    • Designs for Testing a Change
    • Strategies for Testing
    • Key Points from Chapter Seven
  • CHAPTER EIGHT: IMPLEMENTING A CHANGE
    • Testing a Change
    • Implementing a Change
    • Implementation as a Series of Cycles
    • Implementing Changes to Achieve and Maintain Improvement
    • The Social Aspects of Implementing a Change
    • Key Points from Chapter Eight
  • CHAPTER NINE: SPREADING IMPROVEMENTS
    • A Framework for Spread
    • Phase for Organizational Readiness for Spread
    • Phase for Developing an Initial Spread Plan
    • Phase for Executing and Refining the Spread Plan
    • Key Points from Chapter Nine
  • CHAPTER TEN: INTEGRATING METHODS FOR THE IMPROVEMENT OF VALUE
    • Eliminating Quality Problems
    • Reducing Costs While Maintaining or Improving Quality
    • Expanding the Expectations of Customers to Increase Demand
    • Developing an Environment Conducive to the Improvement of Value
    • Key Points from Chapter Ten
  • CHAPTER ELEVEN: IMPROVING LARGE OR COMPLEX SYSTEMS
    • Project Setup and Management
    • Understanding the System and Developing High-Impact Changes
    • Testing and Learning Systems
    • Key Points from Chapter Eleven
  • CHAPTER TWELVE: CASE STUDIES OF IMPROVEMENT EFFORTS
    • Case Study 1: Reducing the Occurrence of No-Fault-Found Components
    • Case Study 2: Improving the Drill Process
    • Case Study 3: Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit
    • Case Study 4: Improving Safety at a Manufacturing Plant
    • Progressive Discipline System
    • Other Areas of Improvement
    • Summary of Results
    • Case Study 5: Improving the Credentialing Process at CareOregon
    • Case Study 6: Improving Sales at a Specialty Chemical Company
    • Key Points from Chapter Twelve
• PART THREE: IMPROVING VALUE AS A BUSINESS STRATEGY
  • CHAPTER THIRTEEN: MAKING THE IMPROVEMENT OF VALUE A BUSINESS STRATEGY
    • Building the System of Improvement
    • Key Points from Chapter Thirteen
  • CHAPTER FOURTEEN: DEVELOPING IMPROVEMENT CAPABILITY
    • Developing Improvement Capability in the Workforce
    • Organization to Support the Focus on Improvement
    • Development of Other Capabilities
    • Key Points from Chapter Fourteen
    • Sample Agendas for Getting Started, Sponsors, and Improvement Advisors
    • Development of Internal Improvement Advisors: Topical Agenda
• APPENDIXES
  • APPENDIX A: A RESOURCE GUIDE TO CHANGE CONCEPTS
    • How to Use Change Concepts
    • The Change Concepts
  • APPENDIX B: TOOLS AND METHODS TO SUPPORT IMPROVEMENT
    • Methods and Tools for Viewing Systems and Processes
    • Methods and Tools for Gathering Information
    • Methods and Tools for Organizing Information
    • Methods and Tools for Understanding Variation
    • Methods and Tools for Understanding Relationships
    • Methods and Tools for Project Management
    • Standard Forms for Improvement Projects
  • APPENDIX C: THE MODEL FOR IMPROVEMENT AND OTHER ROADMAPS
    • Fundamental Questions for Improvement
    • Alternative Roadmaps for Improvement Projects
    • Summary
• Notes
• Index
• End User License Agreement

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