![]() ![]() ![]() WCN: 01-100-101 For product information and technology assistance, contact Cengage Customer & Sales Support, 1-80. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means-graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act-without the prior written permission of the publisher. Information Technology Project Management 9th Edition Kathy Schwalbe,Ph.D., PMP Professor Emeritus, Augsburg College Jonathan Lau SVP, GM Skills & Global Product Management Kristin McNary Product Team Manager Jaymie Falconi Product Manager Anna Goulart Product Assistant Mara Bellegarde Executive Director, Content Design Leigh Hefferon Director, Learning Design Maria Garguilo Learning Designer Jennifer Ann Baker Vice President, Strategic Marketing Services Sean Chamberland Marketing Director Scott Chrysler Marketing Manager Patty Stephan Director, Content Delivery Michele Stulga Content Manager Ann Shaffer Development Editor John Freitas Tech Editor Noah Vincelette Digital Delivery Lead Diana Graham Senior Designer SPi Global Production Service/CompositionĬopyright Statement Information Technology Project Management COPYRIGHT © 2019, 2016 Cengage Learning, Inc. This area of focus explored these foundational aspects through topics such as practical application, technical and statistical tools, and common terms and methodologies.Information Technology Project Management There are basic and foundational tools and techniques that represent the core of lean and Six Sigma methodologies. Sessions in this focus area emphasized power and impact of these tools and provide insights into how they can be applied to manage the human side of change. Lean and Six Sigma tools provide visibility to concrete facts and data, which in turn contributes to a problem-solving culture that empowers employees to make improvement through process changes. Organizational change succeeds when the workforce is engaged and committed to transformation. Virtual QM tools and strategies: What COVID taught us.Applying lean and Six Sigma methods to technology adoption.Measuring the success of a digital transformation.This area of focus demonstrated how integrating digital capabilities into lean and Six Sigma frameworks can elevate organizational change, technology implementation and process standardization. With digital transformation bringing innovation to organizations, lean and Six Sigma methodologies are emerging as a recognized platform upon which efficient operational processes can be built. Lessons learned and solutions identified from the COVID pandemicĭigitalization, Lean and Six Sigma: Beyond Business as Usual.Change management for medical professionals.Lean & Six Sigma’s role in improving healthcare processes.Sessions in this track offered real-world examples of how implementing lean and Six Sigma in healthcare has contributed to cutting red tape, preventing error, improving care, and creating cost savings. Taking a cue from the corporate world, the healthcare industry has increasingly turned to lean and Six Sigma and methodologies to reduce waste, decrease errors, improve quality, and optimize patient outcomes. ![]() A Quality Cure: Lean and Six Sigma in Healthcare
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