Project #28902 - The DMAIC Project Power Point

DMAIC is a process closely aligned with Six Sigma.  Let us assume that the project charter from Week 6 was approved.  Now you have to create a DMAIC process for the project. 


  1. Define the project.  What makes your project suitable for DMAIC analysis?
  2. Measures
    1. Include how they were ascertained.
    2. Include appropriate and relative metrics
  3. Analyze data to determine the root causes and how to improve the outcomes.
  4. What quality tools could you use?
  5.  Identify a single improvement strategy based on the probability of success.
  6.  What strategy is most likely to succeed?
  7. What controls might be put in place to ensure the continuation of the process improvement?


Maximum 15 slides, not including the title and reference(s) slide.  A minimum of two academic references is required. Professional references can be used but are not considered an academic reference.  Your organization’s website is not considered an academic or professional resource for use in graduate-level work.


Additional information:


Assignment 7.2 DMAIC Project PowerPoint


Posted on: Wednesday, April 23, 2014 8:52:30 PM CDT




Class: I have communicated with several students regarding Assignment 7.2. DMAIC Project PowerPoint. Per syllabus, make sure you are addressing criteria outlined in items 1-7. To clarify, key process input variables (KPIVs) are controlled (inputs that you have a degree of control) and/or uncontrolled (items beyond your control) variables. Think about which KPIVs will have the most impact on your key process output variables (KPOVs). Listed below are scholarly resources that provide a wealth of information regarding Six Sigma and the DMAIC process. Also note the many additional resources provided at the end of each journal article. Again, your PowerPoint must include all criteria listed in syllabus.

de Mast, J. (2004). A methodological comparison of three strategies for quality improvement. The International Journal of Quality & Reliability Management, 21(2/3), 198-213.

Huq, Z., Aghazadeh, S., Najjar, L., & Hafeznezami, S. (2010). Employees and customer involvement: The driving force for six-sigma implementation. The Journal of Applied Business and Economics, 11(1), 105-122.

McAdam, R., & Lafferty, B. (2004). A multilevel case study critique of six sigma: statistical control of strategic change? International Journal of Operations & Production Management, 24(5/6), 530-549.

Sehwail, L., & DeYong, C. (2003). Six sigma in health care. Leadership in Health Services, 16(4), 1-5.

van der Meulen, F., Vermaat, T., & Willems, P. (2011). Case study: An application of logistic regression in a six sigma project in health care. Quality Engineering, 23(2), 113-124.



Posted by: Anna Fisher

Posted to: MHA671-T302 Operations Management (2145


My Project Outline:



The Implementation of Nimbus EMR at Douglas County Health Center


Project Mission Statement


            The Nimbus Electronic Medical Records (EMR) project upon completion will provide efficient healthcare delivery; reduce healthcare costs and increase cost-savings as well as increase healthcare accessibility for all patients.


Project Purpose and Justification


Douglas County Health Center made the recommendation to implement the Nimbus System project because it reflects the facility core beliefs that integrating and implementing the EMR project, which is brought by the HIT law is imperative and one that will bring many benefits for facility and patients. The project will focus on benefits, costs, barriers, and security concern surrounding the HIT system implementation and integration, as well as overall patients’ outcomes impacted by the implementation of HIT System. The time the project will be completed and implemented is highly reflective of the Affordable Care Act enrollment dateline, and additional considerations in terms of project’s costs, scope, and performance will be evaluated and measured during the course of the work and when the project is completed.


High-Level Requirements


Complete integration and implementation of DCHC’s Nimbus EMR System will generate healthcare efficiency and effectiveness in terms of cost-savings and quality of care. The new EMR system, once completed will serve all of the DCHC departments with regard to costs reduction, better care coordination between/among different departments and care providers, and patients’ accessibility to healthcare.  With the completion of the new software system, all departments will be able to share data, and guarantee easy access to patient information. Timely completion of the project will provide financial incentives for early compliance, especially on Medicare and Medicaid programs where the facility services 90 percent of its patients under these programs. Successful completion of the project will integrate activities of daily living that the DCHC currently provides to patients and will eventually increase patients’ quality of care which results in more reimbursement to the facility. Last but not least, complete integration of the Nimbus EMR project will decrease time used by the Material Data Services (MDS) coordinator for on-going patient assessments and save time for the evaluation and screening of the admissions which ultimately will decrease the length of time it takes to get someone approved for admission to the facility.


Assigned Project Manager and Authority Level


Mary Powell, RN, BSN, MSN, and DON and Jim Tourville, MHA and the DCHC’s Administrator will oversee the project selection, integration, and implementation, but Mary is the sole project manager for the new software system because of her knowledge in medical nursing and patients’ needs. Mary is also in-charge of the largest department (Nursing), which generates ¾ of facility’s revenue, thus, she has the authority to make feasible changes to the project as needed in terms of budgets, effectiveness, and efficiency. Her takes in any project implemented by the facility in the past has been well received and successful. There is no doubt that she is the right person at the right time for this important project.


Summary Milestone


The new Nimbus System will begin on May 8, 2011 and the anticipated dateline for operation is January 5, 2013. Project performance, efficiency, and effectiveness will be thoroughly examined during the course of construction, integration, and implementation. Meaningful changes will be amended in the process as the project progresses.


Stakeholder Influences


Patients’ needs in terms of quality of healthcare, healthcare costs efficiency, project effectiveness, and healthcare accessibility will be highly incorporated in the decision-making process. Team to implement the project will includes but is not limited to primary care takers, healthcare providers, DCHC’s Board of Trustee, Administrators, Different healthcare group plans, patients’ family members, and clinicians.


Functional Organizations and Their Participation


            Project management process team includes the hiring firm to implement the new software system in addition to Mary Powell and Jim Tourville. This team will be in-charge of the-day-today operation. Every department head in the facility will be tasked to provide needed input from the department’s meaningful use of the EMR system. This is going to be done according to vital demands and priorities and have to be accepted and incorporated by the team in-charge of the project. Team-approach and team-collaboration with the goals insight will indeed drive the integration and implementation of the project. Every stone will be left unturned with regards to the scope, time, cost, and project performance (McLaughlin & Olson, 2012).


Organizational, Environment, and External Assumptions and Constraints


            Douglas County City Government is partly providing funding for the project through the tax payers and will continue to monitor the progress with the help of Board of Trustee. The other funds will come from the facility’s revenue and private donations, which the organization hopes will continue in order for this project to succeed. Other impediments to the project may include the issue of technological barriers in terms of employees’ lack of technological knowledge in the new project, patients’ privacy concern since the implementation of the new software will eventually put greater risk to patients’ sensitive data and could result in severe financial loss to the organization. Patient’s family concern on the issue of sharing medical information in the web rather than maintaining traditional paper work, which does not expose patient’s sensitive information to unintended party. All these concerns will require the organization to do extensive collaboration and training with the parties concerned and the issue of project scope, time, cost, and performance must be addressed diligently before and after the project is completed (John, 1997)


Financial Business Case


            The cost to DCHC for the new software (Nimbus EMR) is $ 64, 2400 per year, and one-time payment hardware cost is $ 59,919 and one-time wireless network installation cost is $ 1000,000.00. The costs savings as a result of Nimbus EMR software system is estimated as follows: Complete integration of Nimbus EMR systems will eliminate the wasteful charges to Medicare and Medicaid by $ 8,000 per year saving. Other wasteful programs such as paper trails which cost the DCHC $ 60, 00 per year and are not efficient enough like Nimbus EMR will eventually cease. Fiscal services efficiency savings will be $ 131,000 as well. The Nimbus EMR care model is estimated to generate an additional $ 250,000 of revenue for DCHC (conservatively) per year (Tourville & Beryl, 2011).


Project Sponsor with Approval Signature


            Jim Tourville, DCHC Administrator and Mary Powell, DCHC DON.

Please i need this project done ASAP...thanks. Let me know if you need more information.



Subject Science
Due By (Pacific Time) 04/26/2014 12:00 am
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