Chapter 7: Tools for Problem Solving and Decision Making

Vocabulary flashcards covering the core concepts, methodologies, symbols, and analytical tools for problem solving and decision making in healthcare operations management.

Framing

The initial step in the decision-making framework, focused on identifying and defining the issue or problem to be addressed.

Gathering Intelligence

The second step in the decision-making framework, which involves generating potential courses of action and evaluating those alternatives.

Coming to Conclusions

The third step in the decision-making framework, centered on selecting and implementing the best alternative or solution.

Learning from Feedback

The fourth step in the decision-making framework, involving reviewing and reflecting on previous steps and outcomes so that feedback informs future framing.

Plunging In

A barrier to brilliant decision making during the framing phase, characterized by rushing into action before adequately defining the issue.

Frame Blindness

A decision-making framing barrier in which a decision-maker fails to recognize alternative ways of viewing and defining a problem.

Shooting from the Hip

A decision-making barrier in the conclusion stage characterized by making hasty, unmethodical choices rather than systematically weighing options.

Mind Mapping

A technique that develops thoughts and ideas in a nonlinear fashion, typically placing a central issue in the middle and radiating causes and solutions outward using phrases and pictures.

Process Mapping

A graphical depiction showing inputs, outputs, and steps in a process to facilitate understanding and optimization; also known as flowcharting.

Cross-Functional Process Map

A specialized process map—also referred to as a swim lane map—that tracks the flow of activities across various departments and organizational roles (such as clerk, nurse, porter, and doctor).

Service Blueprinting

A specialized form of process mapping mapped from the customer's point of view to pinpoint failure points and introduce controls or redesigns.

Line of Interaction

The horizontal boundary in a service blueprint separating customer actions from onstage staff actions.

Line of Visibility

The horizontal boundary in a service blueprint separating visible onstage staff actions from backstage actions hidden from the customer.

Oval (Flowchart Symbol)

A standard flowchart symbol used to represent inputs/outputs of a process or the start/end of the process.

Rectangle (Flowchart Symbol)

A standard flowchart symbol used to represent a task or activity.

Diamond (Flowchart Symbol)

A standard flowchart symbol used to indicate a decision point where a choice is made or alternate paths can be followed.

D Shape (Flowchart Symbol)

A standard flowchart symbol used to indicate delays within a process.

Block Arrow (Flowchart Symbol)

A standard flowchart symbol used to indicate transports or transfers.

Root-Cause Analysis (RCA)

A structured, step-by-step problem-solving technique aimed at determining and correcting the ultimate causes of an issue rather than just treating visible symptoms.

Five Whys Technique

A root-cause analysis technique that involves repeatedly asking "why" a problem occurred (using five times as a rule of thumb) to drill down to the fundamental cause.

Cause-and-Effect Diagram

A graphical tool—also called an Ishikawa diagram or fishbone diagram—that displays all potential causes of a problem by placing the outcome at the head and categories of causes along branching ribs.

Four Categories of a Healthcare Fishbone Diagram

Mother Nature (Environment), Process, Machines, and People.

Failure Mode and Effects Analysis (FMEA)

A structured, proactive worksheet tool that identifies potential failures across process steps, examines causes and consequences, and prioritizes mitigation strategies.

Failure Mode

The specific way a process step could go wrong during a Failure Mode and Effects Analysis (FMEA).

Likelihood of Occurrence

An FMEA rating scored from $1$ to $10$, where $10$ indicates that the failure is very likely to occur.

Likelihood of Detection

An FMEA rating scored from $1$ to $10$, where $10$ indicates that the failure is very unlikely to be detected.

Severity Rating

An FMEA rating scored from $1$ to $10$, where $10$ represents the most severe consequence or effect of a failure.

Risk Priority Number (RPN)

The numerical metric in FMEA calculated by multiplying the three ratings: $\text{Likelihood of occurrence} \times \text{Likelihood of detection} \times \text{Severity}$.

Theory of Constraints (TOC)

A management methodology introduced in Goldratt and Cox's 1986 novel The Goal, stating that every system is limited by at least one constraint preventing it from reaching its goal.

Constraint (Bottleneck)

The limiting physical or nonphysical factor (such as machine capacity or organizational procedure) that restricts a process from achieving its goal.

Exploiting the Constraint

The step in the Theory of Constraints where an organization extracts the maximum possible performance from the limiting factor without major capital investments.

Elevating the Constraint

The step in the Theory of Constraints where an organization expends capital, hires staff, or takes substantial actions to increase the capacity of the constraining resource.

Decision Tree

A graphic model that maps events chronologically from left to right to evaluate the risks, costs, and expected payoffs of decision alternatives.

Decision Node

A node represented by a square on a decision tree that indicates a choice or decision event controlled by the decision-maker.

Chance Node

A node represented by a circle on a decision tree that denotes an uncertain event characterized by probabilistic outcomes.

Outcome Node

A node represented by a triangle at the terminal end of a branch in a decision tree that indicates the final payoff or outcome.

Force Field Analysis

A diagnostic technique that identifies and scores driving forces and restraining forces to determine whether a proposed change can be successfully implemented.

Driving Forces

Pressures and factors identified in a force field analysis that actively support and push toward the achievement of a proposed change.

Restraining Forces

Pressures, obstacles, and factors identified in a force field analysis that work against and resist the implementation of a proposed change.