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a few outspoken individuals; whereas this method allows everyone to contribute. Using this method, a group can generate ideas fast and once they have been generated they are grouped and themes of ideas are developed for identifying action items for creating solutions from the ideas (Gupta et al., 2007). The Pareto analysis (Fig. 6.3) is a tool used to make decisions based on importance instead of convenience. It is known as the 80:20 rule which means that usually 80 percent of the problems come from 20 percent of the processes. The Pareto chart is a bar chart showing attributes of the problem on the x axis and frequency of occurrence on the y axis (Gupta et al., 2007). Process mapping (Fig. 6.4) is a way to identify the various activities of the process and show their interrelationships (Gupta et al., 2007). A well-de ned map must address the following:

= 0.815

In the stored procedure, at all important points, I add code that tests the value of the @debug variable and displays the values of selected variables or resultsets:

(Sf)103 = fSut = 0.815(92.5) = 75.39 kpsi For cycle 1, which has a = 70 kpsi and m = 10 kpsi, using Eq. (29.18), Sf = a 70 = = 70.83 kpsi 1 ( m/Sut)2 1 (10/92.5)2

Process has a purpose. Process has beginning and end states. Process has needs or inputs. Process must have a clear target performance. Process output does vary due to uncontrolled sources of variation. Process must be evaluated based on its mean or typical performance, as well as range between worse and better performance levels.

Since required endurance strength 70.83 kpsi is less than (Sf)103, the number of cycles exceeds 103. N1 = Sf a

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if @debug <> 0 select @chvProperty Property, @chvValue [Value], @chvUnit [Unit] . . . if @debug <> 0 select * from #Properties

70.83 123.5

The SIPOC (supplier, input, process, output, and customer) diagram (Fig. 6.5) is used to expand the process map to identify players in the operation (Gupta et al., 2007). The

It does not support the display of resultsets. In older versions, it was impossible to concatenate a string inside a Print statement. Some utilities handle messages from the Print statement differently than they do the resultset from the Select statement.

1/0.0715

For cycle 2, Sf = 14.1 kpsi and N2 = 1.5(1013) . For cycle 3, Sf = a = 10 kpsi and N3 = 1.8(1015) . Extend the previous table:

In the following example, you can see a stored procedure that is designed to support this kind of testing:

Pareto graph of missing doses by reason 100% 90% 80% Percent of sample 70% 60% 50% 40% 30% 20% 10% 0% RN didn t find Data entry/pharm Pt. Transfered Ca carbonate Bulk meds., FTC RN change sched No order New order Dose held PRN bag Significant few Trivial many Cumulative percent 80% line

Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.

N 2383

Alter Procedure prGetInventoryProperties_2 -- Return comma-delimited list of properties -- which are describing asset. -- i.e.: Property=Value unit;Property=Value unit;... @intInventoryId int, @chvProperties varchar(8000) OUTPUT, @debug int = 0 ) As (

bene t of this tool is to identify all variables that affect the process s performance and then prioritize them. A work study shows how an employee spends his/her time working on different tasks. The analyst records a tally every minute in a specified area and observes the employee for a specified time. After the allotted time the analyst then records each task and can show the percentage of time the employee spends on each task. The force- eld analysis (Fig. 6.6) is a method to identify supportive and resistive resources that could be effectively utilized toward the process goals (Gupta et al., 2007). The objective is to identify factors to accelerate change or resistive resources that would slow process change. A project charter compiles the problem de nition, goals, objectives, and action plans to achieve them. It is a roadmap that

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