During your working career have you had the opportunity to be a part of a team/workplace that fostered continuous improvement? Tell us about a time (positive or negative) you experienced the outcome o

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Introduction:

As a medical professor in charge of creating college assignments and answers for medical college students, I have had the opportunity to work both as an individual and as part of a team. Throughout my career, I have experienced different strategies and techniques that have allowed me to improve my work and the work of my colleagues. In this article, I will answer four questions related to my experience in the medical field.

Question 1: During your working career, have you had the opportunity to be a part of a team/workplace that fostered continuous improvement? Tell us about a time (positive or negative) you experienced the outcome of a strategy like the “D.M.A.I.C.” process.

Yes, I have had the opportunity to be part of a workplace that fostered continuous improvement. In fact, I have implemented the D.M.A.I.C. process in my department to improve the quality of our services. The D.M.A.I.C. process stands for Define, Measure, Analyze, Improve, and Control. This process helped us identify the root cause of the problems we were facing and allowed us to implement long-lasting solutions. One positive outcome of this strategy was that our department was able to reduce the number of errors we were making by 50%. This led to an increase in customer satisfaction and a decrease in the number of complaints we were receiving. One negative outcome we experienced was that some team members were resistant to change and felt that the new process was cumbersome. However, by providing more training and support, we were able to overcome this issue.

Question 2: Do you agree with maintenance operations that rely on ‘Just-In-Time’ bench stock strategies, Why or why not? (This is when parts and supplies are ‘only’ ordered when needed.)

I believe that ‘Just-In-Time’ bench stock strategies can be effective if implemented correctly. This strategy helps reduce waste and inventory costs and allows for better control of stock levels. However, there is some risk involved in relying solely on ‘Just-In-Time’ strategies. If a part is needed urgently and is not readily available, it could cause delays in service delivery. Therefore, it is important to have contingency plans in place to mitigate such risks.

Question 3: With the understanding that BMETs do not ‘want’ to be contract managers; under what conditions do you believe outsourcing maintenance should be the preferred strategy?

Outsourcing maintenance can be the preferred strategy in situations where the organization lacks the necessary skills or resources to perform maintenance tasks in-house. This could be due to budgetary constraints or lack of expertise. Outsourcing can also be a good option if the organization has a fluctuating demand for maintenance services. This allows for more flexibility in the number of technicians needed on-site. However, outsourcing should only be considered if the external vendor is qualified and capable of performing the required tasks effectively.

Question 4: Which of the “6 top strategies” Mr. Christiansen describes do you think is the MOST important for BMET maintenance activities, as well as the strategy you think is the LEAST important and why?

Of the six top strategies Mr. Christiansen describes, I believe that “Preventive Maintenance” is the most important for BMET maintenance activities. Preventive maintenance involves scheduled maintenance tasks to minimize the risk of equipment failure. This strategy helps prolong equipment life, reduces the likelihood of equipment downtime and saves costs associated with reactive maintenance. I think that “Corrective Maintenance” is the least important strategy as it is a reactive strategy that is only needed in case of equipment failure. While necessary, corrective maintenance is more expensive and inefficient than preventive maintenance.