Application of DMAIC to Organizational Change - Essay Example

?Important Questions Table of Contents Application of DMAIC to Organizational Change 3 FMEA Utilization in Performance Management 4 Types of Organizational Design 8 Hackman and Oldham’s Job Descriptive Index (JDI) 10 Assessing Training Effectiveness 12 Application of DMAIC to Organizational Change DMAIC model signifies the data-driven enhancement cycle that is utilized for the purpose of stimulating and stabilizing the business processes and designs. The five most significant steps of DMAIC process are Define, Analyze, Measure, Improve and Control. The Six Sigma DMAIC process methodology is a system through which considerable development to the prevailing methods that are falling below requirements are addressed. DMAIC method can be utilized when a product or a process is in existence at the company and does not meet the customer specification. In case of clinical practices setting, DMAIC tool can be effectively utilized when any kind of change in triggered. For instance, the health care organisation plans to introduce a new department such as neurology department for the patients. Such introduction necessitates the demand for change management in the healthcare setting. Therefore, all the aspects of DMAIC model need to be taken into consideration when bringing in such a change. At the outset, it is significant to create awareness regarding the change in the heath care organization. After having created awareness, the desire to change amongst those affected needs to be measured. Furthermore, it becomes essential to train the people and thus ensure that the organization has the ability to change. After having gained the necessary training, the people in the organization are capable of embracing the desired change effectively. When a clinical administrator in an organization recognizes that the organization will be capable of adjusting with the change, only then change can be enforced. The Six Sigma DMAIC process can be implemented to identify the lacuna in the existing systems and to recognize how to correct them and thus implement required changes for the near future. DMAIC can be utilized in the clinical setting when the existing processes are not meeting the needs of the patients. FMEA Utilization in Performance Management FMEA stands for Failure Mode and Effects Analysis. It is a methodical and proactive technique for assessing a method to recognize the probable ways in which it may fail. It further evaluates the influence of the failures, in order to determine the parts of the processes that require change. FMEA has been utilized in the health care industry for organizing the information that has been gathered on causes and their effects. FMEA can be utilized in the process conceptualization and design along with assessment stages. The concept can be consistently applied for constant quality improvement in care providing processes from planning through performance evaluation. In case of clinical practices, the various factors under which performance management can be evaluated have been mentioned in the table below: Factors For Consideration For Performance Management Through FMEA Gathering a team of clinical experts who are involved in a high-risk care process Identifying a trained facilitator Undertaking meetings to converse about a care process in detail Conducting analysis as well as scoring hazardous items upon the care process related maps Applying the indicated results High-risk care processes are generally those where the processes that are employed are generally fragmented and comprise people from numerous departments as well as disciplines for performing similar tasks. Results obtained from FMEA tend to explain and to prioritize failures in care providing process and thus facilitate to determine the root causes of such failures. The table below helps to explain the use of FMEA in performance management of the employees in the hospital. The Table Below Describes the FMEA Scoring Example: Function Potential Failure mode Potential effect(s) of failure S Potential causes(s) of failure O Current process control D RPN Recommended Action(S) Responsibility and Target completion date Action taken S O D RPN Recording of blood pressure Wrong record of blood pressure Wrong medication to the patient 6 Improper training to the nurses 7 The clinical administrator needs to clarify if anything is not clear or there is any doubt 8 336 Train the nurses properly Clinical administrator Communicate to the clinical admin-strator regarding the whole scenario 3 2 2 12 Gives rise to new health related problems 8 Fault in the mercury sphygmomanometer. 3 Patient safety 4 96 Replace the machine Clinical administrator Communicate to the supplier of the machine regarding the problem 2 1 1 2 Types of Organizational Design The three main types of organizational design are traditional design, divisional design and matrix design. Traditional designs are generally based upon functional divisions and departments. In case of traditional designs, the employees tend to work in numerous departments based upon the activities that they are performing. For instance, an organization may have finance department, research department, warehouse department, purchasing department, and engineering department among others. This sort of designs tends to improve the experience of each function. The traditional organizational structure can be made use of when the size of the organization is small and thus it offers few goods and services. Divisional organizational design is essentially a kind of organizational structure that is generally dependent upon distinct divisions in the organization. It needs to be mentioned that the divisional structure comprises distinct, semi-autonomous units as well as divisions. In any one corporation, there might be numerous different divisions. Each division has its own objectives to be attained. This structure is characterized to be a decentralized structure and thus permits for greater flexibility. The divisional structure can be utilized by the organizations when the size of the organization is quite big, it is dispersed geographically and it manufactures numerous kinds of products and services. Matrix structure is an organizational structure or design where both the functional as well as product structures are combined together. It facilitates to assign specialists from numerous functional departments to work on either one or more than one projects. For instance, all the engineers need to be in one department and thus report to an engineering manager. However, the same engineers might be given different projects and thus report to distinct engineering managers while working on that project. It can be observed that the engineers might have to work under the supervision of different managers to accomplish the tasks. It needs to be remembered that when an organization is in need of constant harmonization of its functional activities, in such circumstances the lateral relations do not offer adequate integration. In such cases, matrix structure tends to be one of the best options. Hackman and Oldham’s Job Descriptive Index (JDI) Hackman and Oldham’s Job Descriptive Index (JDI) in job characteristics model has been one of the most noteworthy approaches for job design. It attempts to determine features of individual and group jobs that are correlated with the work outcomes such as absenteeism, employee satisfaction as well as performance. Once the characteristics are identified then the job features are designed again in a way that can lead to the enhancements of the levels of motivation of the workers through which positive work outcomes can be expected. According to the model there are five job characteristics such as skill variety, task significance, task identity, feedback and autonomy. A clinical administrator can enhance the skill variety be means of job rotation. Task identity can be enhanced by means of job enlargement where more tasks are added to the prevailing job. Task significance can be enhanced if the clinical administrator can view how his/her work impacts others. Autonomy can be identified as the level of liberty, independence as well as decision making capacity possessed by an employee in accomplishing the tasks that have been assigned to him/her. Autonomy can be enhanced by offering a clinical administrator with responsibility which will facilitate to speed up the work processes because the employee will be capable of making decisions separately. Feedback needs to be offered to the clinical administrator on a regular basis in order to gain information regarding the job performance. Positive feedback will enable to motivate the administrator by a considerable extent through identifying the efforts put by him/her in the work. Assessing Training Effectiveness Training is one of the most vital parts in improving the skills and the knowledge of the employees in the organization. Evaluating the effectiveness of the training program is quite crucial. Donald Kirkpatrick has prepared a four-level model of evaluation. The four levels of assessing the training effectiveness are reaction, learning, behavior and result. Reaction enables to evaluate how the trainee has reacted towards a particular training. For instance, it tries to identify if the trainee has enjoyed the training or not. Learning tends to evaluate the increase in the knowledge and the skills of the trainees from the previous scenario to after providing the learning experience. For instance, the learning evaluation may aim at identifying if the trainees have learnt what was intended to be taught. Behavior evaluation can be recognized as the degree to which the trainees have implemented the learning and thus have altered their behavior. For instance, behavior evaluation may aim at identifying whether the trainees were capable of applying their learning into effect in the job or not. Result evaluation can be observed as the impact of the improved performance on the business. For instance, it would aim at identifying if the productivity of the employees increased or not. Read More