Search results

The purpose of this paper is to re‐think the definition of three commonly used terms; discuss links between ethics, common sense and rationality; offer a model integrating these; and present findings regarding the understanding of common sense and rationality.

The paper reports on data collected from a convenient sample on their definitions of common sense and rationality. A constant comparison method of analysis is used to identify common themes in the definitions from this sample of 38 responses. Percentages and Yule's Q statistical data as well as descriptive statistics of demographics are obtained and examined.

Our findings indicate that a much higher percentage of respondents understand common sense to have a very similar meaning to the literary definition than those understanding the literary meaning of rationality. Statistical analysis of the findings agree.

Further research should include a random sample and definitions of the term “ethics” and further consider the integration of ethics, common sense and rationality.

One implication of this research is to focus on a common understanding of these terms to those who use them. The model presented is intended to provide practical perception of the integration of ethics, common sense and rationality for application in management and life.

This paper adds to current literature on ethics, common sense, and rationality by extensive literature review of all three and combining that research as not presented previously. We offer a view that integrates common sense, rationality and ethics from distant philosophers and considers the current lack of literature connecting the three as shown in the form of a Figure.

The purpose of this paper is to study the 14 principles of Edwards Deming and create significant relationships between them. No research has been reported on the implementation of Total Quality Management (TQM) using Deming’s 14 principles. To fill this gap, Interpretive Structural Modeling (ISM) and MICMAC analysis have been developed to understand mutual interactions among variables and find both the dependence and driving power of these variables.

The research paper discusses a blend of practical applications and introduces a theoretical framework. An ISM-based methodology is used to study and examine interactions between identified variables, while MICMAC analysis is used to identify the dependence and driving power.

This research utilizes Deming’s 14 quality principles, with experts from academia and industry consulted to identify contextual relationships among variables. The result shows that the stated principles “take action to accomplish the transformation,” “institute training,” “encourage education to employees” and “institute leadership” are strategic requirements, while “drive out fear,” “break down barrier between staff areas” and “eliminate numerical quotas” are tactical requirements. “Adopt the new philosophy,” “create constancy in improvement of product and service” and “cease dependence on mass inspections” are operational requirements for TQM applications.

An ISM-based quality framework, dependence power and driving power of variables using MICMAC analysis have been recommended to the service and manufacturing industry as a new focus area in the implementation of TQM.

The purpose of this paper is to introduce an integrated approach using failure modes and effects analysis (FMEA), multiple-criteria decision making (MCDM), mathematical modeling and quality function deployment (QFD) techniques, for risk assessment and service quality enhancement in coronary artery bypass grafting (CABG) as a treatment for cardiovascular diseases (CVDs).

First, the disruptions in the CABG process are identified and prioritized following FMEA instructions, using two MCDM techniques, called analytic hierarchy process (AHP) and TOPSIS. Consequently, several corrective activities are identified and weighted on the basis of QFD. Finally, a mathematical model is established to determine the most cost-effective activities for implementation. The approach is developed in a fuzzy environment to reflect the uncertainty and ambiguity of human reasoning.

Regarding the CABG process disruption, a total of 30 failure modes in four main categories were identified and prioritized. Moreover, eight corrective activities were devised and ranked according to their impact on the failure modes. Finally, considering a limited amount of budget, a sensitivity analysis on the mathematical model’s objective function indicated that using 30 percent of the total budget, required to implement all corrective activities, was enough to cover more than 70 percent of the effects of corrective activities on the failure modes.

This paper contributes to the quality risk assessment knowledge by introducing an integrated approach to evaluate and improve healthcare services quality. Also, the case study conducted on the CABG process has not been done by other related studies in the literature.

This case study aims to demonstrate the strengths of the Lean Six Sigma (LSS) methodology to improve the acute ischemic stroke (AIS) treatment rates and reduce process lead time at Baruch Padeh Medical Center (BPMC), a rural hospital in the Galilee region of Northern Israel. The LSS project redefined the BPMC stroke care pathway and increased its efficacy.

The LSS methodology was implemented in September 2017 by integrating lean principles and the Six Sigma DMAIC (Define–Measure–Analyze–Improve–Control). Existing procedures, field observation, ad hoc measurement and in-depth interviews were utilized, and the GEMBA method was implemented to identify root cause and improve actions optimizing the stroke pathway.

The presented case shows the usefulness of the LSS methodology in improving quality performance in a rural hospital. The intervention allowed the BPMC to improve the intravenous tissue plasminogen activator (IV-tPA) administration rate (+15.2%), reducing the process lead time. The lead time of door-to-computer tomography decreased from 52 to 26 min, and the door-to-needle time decreased from 94 to 75 min.

The present case study shows the implementation of the LSS methodology aimed to improve the IV-tPA administration rate and reduce the stroke pathway lead time in a rural hospital. The case demonstrates the potential for the LSS methodology to support the AIS pathway optimization and represents a guide for healthcare organizations located in rural areas.