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Exam Code: CMQ-OE Practice exam 2022 by Killexams.com team CMQ-OE Manager of Quality/Organizational Excellence Certification Exam ID : CMQ-OE
Exam Title : MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE CERTIFICATION CMQ/OE
The Certified Manager of Quality/Organizational Excellence is a professional who leads and champions process-improvement initiatives - everywhere from small businesses to multinational corporations - that can have regional or global focus in a variety of service and industrial settings.
A Certified Manager of Quality/Organizational Excellence facilitates and leads team efforts to establish and monitor customer/supplier relations, supports strategic planning and deployment initiatives, and helps develop measurement systems to determine organizational improvement.
The Certified Manager of Quality/Organizational Excellence should be able to motivate and evaluate staff, manage projects and human resources, analyze financial situations, determine and evaluate risk, and employ knowledge management tools and techniques in resolving organizational challenges.
The Certified Manager of Quality/Organizational Excellence evolved from the certified quality manager as a way to broaden the scope of the examination. The Quality Management Division surveyed certified quality managers and other recognized subject matter experts.
A. Organizational Structures Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization. (Apply)
B. Leadership Challenges
1. Roles and responsibilities of leadersDescribe typical roles, respon-sibilities, and competencies of people in leadership positions and how those attributes influence an organizations direction and purpose. (Analyze)
2. Roles and responsibilities of managersDescribe typical roles, responsibilities, and competencies of people in management positions and how those attributes contribute to an organizations success. (Analyze)
3. Change managementUse various change management strategies to overcome organiza-tional roadblocks, assess impacts of global changes, achieve desired change levels, and review outcomes for effectiveness. Define and describe factors that contribute to an organizations culture. (Evaluate)
4. Leadership techniques Develop and implement techniques that motivate employees and sustain their enthusiasm. Use negotiation techniques to enable parties with different or opposing outlooks to recognize common goals and work together to achieve them. Determine when and how to use influence, critical thinking skills, or Socratic questioning to resolve a problem or move a project forward. (Create) syllabus in this new body of knowledge (BoK) include descriptive details (subtext) that will be used by the exam Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the exam by identifying specific content within each syllabu that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an exam but is intended to clarify how the syllabus relate to a managers role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the syllabu will be tested. A complete description of cognitive levels is provided at the end of this document.BODY OF KNOWLEDGECertified Manager of Quality/Organizational Excellence (CMQ/OE)
5. Empowerment Apply various techniques to empower individuals and teams. Identify typical obstacles to empowerment and appropriate strategies for overcoming them. Describe and distinguish between job enrichment and job enlargement, job design, and job tasks. (Analyze)
C. Teams and Team Processes
1. Types of teamsIdentify and describe different types of teams and their purpose, including process improvement, self-managed, temporary or ad hoc (special project), virtual, and work groups. (Understand)
2. Stages of team developmentDescribe how the stages of team development (forming, storming, norming, performing) affect leadership style. (Apply)
3. Team-building techniquesApply basic team-building steps such as using ice-breaker activities to enhance team introductions and membership, developing a common vision and agreement on team objectives, and identifying and assigning specific roles on the team. (Apply)
4. Team roles and responsibilities Define and describe typical roles related to team support and effectiveness such as facilitator, leader, process owner, champion, project manager, and contributor. Describe member and leader responsibilities with regard to group dynamics, including keeping the team on task, recognizing hidden agendas, handling disruptive behavior, and resolving conflict. (Analyze)
5. Team performance and evaluation Evaluate team performance in relation to established metrics to meet goals and objectives. Determine when and how to reward teams and celebrate their success. (Evaluate)
D. ASQ Code of EthicsIdentify and apply behaviors and actions that comply with this code. (Apply)
II. Strategic Plan Development and Deployment (22 Questions)
A. Strategic Planning ModelsDefine, describe, and use basic elements of strategic planning models, including how the guiding principles of mission, vision, and values relate to the plan. (Apply)
B. Business Environment Analysis
1. Risk analysisAnalyze an organizations strengths, weaknesses, opportunities, threats, and risks, using tools such as SWOT. Identify and analyze risk factors that can influence strategic plans. (Analyze)
2. Market forces Define and describe various forces that drive strategic plans, including existing competition, the entry of new competitors, rivalry among competitors, the threat of substitutes, bargaining power of buyers and suppliers, current economic conditions, global market changes, and how well the organization is positioned for growth and changing customer expectations. (Apply)
3. Stakeholder analysis Identify and differentiate the perspectives, needs, and objectives of various internal and external stakeholders. Ensure that the organizations strategic objectives are aligned with those of the stakeholders. (Analyze)
4. Technology Describe how changes in technology can have long-term and short-term influences on strategic planning. Identify new and upcoming technologies that may impact business strategy and quality, such as automation, autonomation, Quality 4.0, cloud computing, or machine learning. (Understand)
5. Internal capability analysisIdentify and describe the effects that influence an organizations internal capabilities: human resources, facilities capacity, and operational capabilities. Analyze these factors in relation to strategy formation. (Analyze)
6. Legal and regulatory factors Define and describe how legal and regulatory factors can influence strategic plans. (Understand)
C. Strategic Plan Deployment
1. Tactical plans Identify basic characteristics of tactics: specific, measurable, attainable, relevant, and time-specific, and how these are linked to strategic objectives. Evaluate proposed plans to determine whether they meet these criteria. (Evaluate)
2. Resource allocation and deploymentEvaluate current resources to ensure they are available and deployed in support of strategic initiatives. Identify and eliminate administrative barriers to new initiatives. Ensure that all internal stakeholders understand the strategic plan and have the competencies and resources to carry out their responsibilities. (Evaluate)
3. Organizational performance measurementDevelop measurements and ensure that they are aligned with strategic goals, and use the measures to evaluate the organization against the strategic plan. (Evaluate)
4. Quality in strategic deployment Support strategic plan deployment by applying continuous improvement and other quality initiatives to drive performance outcomes throughout the organization. (Create)
III. Management Elements and Methods (31 Questions)
A. Management Skills and Abilities
1. Principles of managementEvaluate and use basic management principles such as planning, leading, delegating, controlling, organizing, and allocating resources. (Evaluate)
2. Management theories and styles Define and describe management theories such as scientific, organizational, behavioral, learning, systems thinking, and situational complexity. Define and describe management styles such as autocratic, participative, transactional, transformational, management by fact, coaching, and contingency approach. Describe how management styles are influenced by an organizations size, industry sector, culture, and competitors. (Apply)
3. Interdependence of functional areas Describe the interdependence of an organizations areas (human resources, engineering, sales, marketing, finance, research and development, purchasing, information technology, logistics, production, and service) and how those dependencies and relationships influence processes and outputs. (Understand)
4. Human resources (HR) management Apply HR elements in support of ongoing professional development and role in quality system: setting goals and objectives, conducting performance evaluations, developing recognition programs, and ensuring that succession plans are in place where appropriate. (Apply)
5. Financial managementRead, interpret, and use various financial tools including income statements, balance sheets, and product/service cost structures. Manage budgets and use the language of cost and profitability to communicate with senior management. Use potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV), internal rate of return (IRR), and portfolio analysis to analyze project risk, feasibility, and priority. (Analyze)
6. Risk managementIdentify the kinds of risk that can occur throughout the organization, from such diverse processes as scheduling, shipping/receiving, financials, production and operations, employee and user safety, regulatory compliance and changes. (Apply)
7. Knowledge management (KM)Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing implicit and explicit knowledge among workers, stakeholders, competitors, and suppliers. Capture lessons learned and apply them across the organization to promote best practices. Identify typical knowledge-sharing barriers and how to overcome them. (Apply)
B. Communication Skills and Abilities
1. Communication techniquesDefine and apply various modes of communication used within organizations, such as verbal, non-verbal, written, and visual. Identify factors that can inhibit clear communication and describe ways of overcoming them. (Apply)
2. Interpersonal skillsUse skills in empathy, tact, friendliness, and objectivity. Use open-minded and non-judgmental communication methods. Develop and use a clear writing style, active listening, and questioning and dialog techniques that support effective communication. (Apply)
3. Communications in a global economyIdentify key challenges of communicating across different time zones, cultures, languages, terminology, and business practices, and present ways of overcoming them. (Apply)
4. Communications and technology Identify how technology affects communications, including improved information availability, its influence on interpersonal communications, and etiquette for e-communications. Deploy appropriate communication methods within virtual teams. (Apply)
C. Project Management
1. Project management basicsUse project management methodology and ensure that each project is aligned with strategic objectives. Plan the different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the project is on-time and within budget. Consider alternate project management methodologies (linear, evolutionary, or iterative) as they apply to the project. (Evaluate)
2. Project planning and estimation tools Use tools such as risk assessment matrix, benefit-cost analysis, critical path method (CPM), Gantt chart, PERT, and work breakdown structure (WBS) to plan projects and estimate related costs. (Apply)
3. Measure and monitor project activity Use tools such as cost variance analysis, milestones, and actual vs. planned budgets to monitor project activity against project plan. (Evaluate)
4. Project documentation Use written procedures and project summaries to document projects. (Apply)D. Quality System1. Quality mission and policyDevelop and monitor the quality mission and policy and ensure that it is aligned with the organizations broader mission. (Create)
2. Quality planning, deployment, and documentation Develop and deploy the quality plan and ensure that it is documented and accessible throughout the organization. (Create)
3. Quality system effectiveness Evaluate the effectiveness of the quality system using various tools: balanced scorecard, internal audits, feedback from internal and external stakeholders (including stakeholder complaints), warranty/return data analytics, product traceability and recall reports, and management reviews. (Evaluate)
E. Quality Models and Theories
1. Quality management standards Describe and apply the requirements and basic principles of ISO 9000-based standards used to support quality management systems. (Apply)
2. Performance excellence modelsDefine and describe common elements and criteria of performance excellence models such as the European Excellence Award (EFQM), Excellence Canada, ASQ International Team Excellence Award (ITEA), or Malcolm Baldrige National Quality Award (MBNQA). Describe how their criteria are used as management models to Excellerate processes at an organization level. (Understand)
3. Other quality methodologiesDescribe and differentiate methods such as total quality management (TQM), continuous improvement, and benchmarking. (Apply)
4. Quality philosophies Describe and apply basic methodologies and theories proposed by quality leaders such as Shewhart, Deming, Juran, Crosby, Feigenbaum, and Ishikawa. (Apply)
IV. Quality Management Tools (30 Questions)
A. Problem-Solving Tools
1. The seven classic quality tools Select, interpret, and evaluate output from these tools: Pareto charts, cause and effect diagrams, flowcharts, control charts, check sheets, scatter diagrams, and histograms. (Evaluate)
2. Basic management and planning toolsSelect, interpret, and evaluate output from these tools: affinity diagrams, tree diagrams, process decision program charts (PDPCs), matrix diagrams, prioritization matrices, interrelationship digraphs, and activity network diagrams. (Evaluate)
3. Process improvement tools Select, interpret and evaluate tools such as root cause analysis, Kepner-Tregoe, PDCA, six sigma DMAIC (define, measure, analyze, improve, control), and failure mode and effects analysis (FMEA). (Evaluate)
Certified Manager of Quality/Organizational Excellence
4. Innovation and creativity toolsUse various techniques and exercises for creative decision-making and problem-solving, including brainstorming, mind mapping, lateral thinking, critical thinking, the 5 whys, and design for six sigma (DFSS). (Apply)
5. Cost of quality (COQ)Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the impact that changes in one category will have on the others. (Evaluate)
B. Process Management
1. Process goalsDescribe how process goals are established, monitored, and measured and evaluate their impact on product or service quality. (Evaluate)
2. Process analysisUse various tools to analyze a process and evaluate its effectiveness on the basis of procedures, work instructions, and other documents. Evaluate the process to identify and relieve bottlenecks, increase capacity, Excellerate throughput, reduce cycle time, and eliminate waste. (Evaluate)
3. Lean tools Identify and use lean tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover (single-minute exchange of die), poke-yoke, kaizen, standard work (training within industry), and productivity (OEE). (Apply)
4. Theory of constraints (TOC)Define key concepts of TOC: systems as chains, local vs. system optimization, physical vs. policy constraints, undesirable effects vs. core problems, and solution deterioration. Classify constraints in terms of resources and expectations as defined by measures of inventory and operating expense. (Understand)
C. Measurement: Assessment and Metrics
1. Basic statistical use Use statistical techniques to identify when, what, and how to measure projects and processes. Describe how metrics and data gathering methods affect resources and vice-versa. (Apply)
2. Sampling Define and describe basic sampling techniques such as random and stratified. Identify when and why sampling is an appropriate technique to use. (Understand)
3. Statistical analysisCalculate basic statistics: measures of central tendency (mean, median, mode) and measures of dispersion (range, standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate run charts, statistical process control (SPC) reports, and other control charts to make data-based decisions. (Evaluate)
4. Measurement systems analysis Understand basic measurement terms such as accuracy, precision, bias, and linearity. Understand the difference between repeatability and reproducibility in gauge R&R studies. (Understand)
5. Trend and pattern analysisInterpret graphs and charts to identify cyclical, seasonal, and environmental data trends. Evaluate control chart patterns to determine shifts and other trend indicators in a process. (Evaluate)
6. Process variationAnalyze data to distinguish between common and special cause variation. (Analyze)
7. Process capabilityRecognize process capability (Cpand Cpk,) and performance indices (Pp and Ppk). (Understand)
Certified Manager of Quality/Organizational Excellence
8. Reliability terminology Define and describe basic reliability measures such as infant mortality, end of life (e.g. bathtub curve), mean time between failures (MTBF), and mean time to repair (MTTR). Understand the value of estimating reliability to meet requirements or specifications.
NOTE: Reliability calculations will not be tested. (Understand)
V. Customer-Focused Organizations (21 Questions)
A. Customer Identification and Segmentation
1. Internal customers Define internal customers and describe the impact an organizations treatment of internal customers will have on external customers. Evaluate methods for influencing internal customers to Excellerate products, processes, and services and evaluate the results. (Evaluate)
2. External customers Define external customers and describe their impact on products and services. Evaluate strategies for working with them and integrating their requirements and needs to Excellerate products, services, and processes. (Evaluate)
3. Customer segmentationDescribe and assess the process of customer segmentation and its impact on aligning service and delivery to meet customer needs. (Evaluate)
4. Qualitative assessmentIdentify subjective information such as verbatim comments from customers, observation records, and focus group output. Describe how the subjective information differs from objective measures and determine when data should be captured in categories rather than numeric value. (Analyze)
B. Customer Relationship Management
1. Customer needs Use quality function deployment (QFD) to capture the voice of the customer (VOC) and examine customer needs in relation to products and services offered. Analyze the results to prioritize future development in anticipation of changing customer needs. (Analyze)
2. Customer satisfaction and loyaltyDevelop systems to capture positive and negative customer feedback and experiences, using tools such as listening posts, focus groups, complaints and warranty data, surveys, and interviews. Use customer value analysis to calculate the financial impact of existing customers and the potential results of losing those customers. Develop corrective actions and proactive methods to Excellerate customer satisfaction, loyalty, and retention levels. (Create)
3. Customer service principles Demonstrate strategies that support customer service principles: courtesy, politeness, smiles, cheerfulness, attention to detail, active listening, empathy, rapid response, and easy access for information and service. (Apply)
4. Multiple and diverse customer managementEstablish and monitor priorities to avoid or resolve conflicting customer requirements and demands. Develop methods and systems for managing capacity and resources to meet the needs of multiple customers. Describe the impact that diverse customer groups can have on all aspects of product and service development and delivery. (Evaluate)
VI. Supply Chain Management (17 Questions)
A. provider Selection and ApprovalDefine and outline criteria for selecting, approving, and classifying suppliers, including internal rating programs and external certification standards. (Analyze)
B. provider Risk Management Assess and manage provider risk and the impact it may have on various internal processes of the organization. (Evaluate)
C. provider CommunicationsPrepare and implement specific communication methods with suppliers, including regularly scheduled meetings and routine and emergency reporting procedures. Direct, communicate, and confirm explicit expectations so that the provider is aware of critical product and delivery requirements. (Apply)
D. provider PerformanceDefine, assess, and monitor provider performance in terms of quality, cost, delivery, and service levels, and establish associated metrics for defect rates, product reliability, functional performance, timeliness, responsiveness, and availability of technical support. (Evaluate)
E. provider ImprovementDefine and conduct provider audits, evaluate corrective and preventive action plans, provide feedback, and monitor process improvements. (Evaluate)
F. provider Certification, Partnerships, and AlliancesDefine, appraise, and implement provider certification programs that include process reviews and performance evaluations. Outline strategies for developing customer-supplier partnerships and alliances. (Evaluate)
G. provider Logistics and Material AcceptanceDescribe the impact purchased products and services can have on final product assembly or total service package, including ship-to-stock and just-in-time (JIT). Describe the incoming material inspections process. (Understand)
VII. Training and Development (16 Questions)
A. Training PlansDevelop and implement training plans that are aligned with the organizations strategic plan and general business needs, including leadership training and alignment of personal development plans. (Create)
B. Training Needs AnalysisUse various tools and techniques such as surveys, performance reviews, regulatory guidances, and gap analyses to identify and assess training needs. (Evaluate)
C. Training Materials, Development, and DeliveryUse various tools, resources, and methodologies to develop training materials and curriculum that address adult learning principles and the learning needs of an increasingly diverse workforce. Describe various methods of training delivery: classroom, workbooks, simulations, computer-delivered, on-the-job, and self-directed. Use mentoring and coaching to support training outcomes. (Apply)
D. Training Effectiveness and EvaluationAssess training effectiveness and make improvements based on feedback from training sessions, end-of-course test results, on-the-job behavior or performance changes, and departmental or area performance improvements. (Evaluate) Manager of Quality/Organizational Excellence Certification ASQ Quality/Organizational action Killexams : ASQ Quality/Organizational action - BingNews
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https://killexams.com/exam_list/ASQKillexams : ISO 9001 Revision Puts Risk and Quality Management Closely Together | designnews.com
The International Organization for Standardization is rolling out ISO 9001:2015, its first revision to the universally practiced quality management standard in seven years. The new revision to ISO 9001 places a pervasive influence on risk management in an organization's quality management system (QMS).
The value of risk management in product design has garnered heightened attention as products become more complex and companies accelerate development time frames. In industries like medical device manufacturing, defects can cause physical harm or even loss of life, exposing a company to devastating financial losses and regulatory penalties.
“Risk management and quality management are closely aligned,” wrote Ron Makar in a paper presented at the 2014 World Conference on Quality and Improvement, organized by the American Society for Quality (ASQ). “In fact,” Makar continued, “if you take a good look at all of the elements of a typical quality management system, you will find that most of them are subject to some degree of risk, that is, something can go wrong, if left uncontrolled.”
Makar, who now runs a quality consultancy for medical device and biotech companies, was global quality manager for industrial biosciences at DuPont, helping identify high-priority risks up front in development efforts.
ISO 9001 sets out the requirements for a company to fulfill ISO 9000. The organization reviews its standards every five years and produces revisions if needed.
Among the higher-level changes in ISO 9001:2015, there is heightened importance to risk-based thinking, although the revised standard does not require formal risk assessments. ISO defines “risk” as “the effect of uncertainty,” whether it is positive or negative. An organization should seek ways to assess its quality-related risk by understanding the likelihood and consequences of a given event.
READ MORE ARTICLES ON SAFETY:
ISO says that “the concept of risk has always been implicit in ISO 9001,” but that the new revision “makes it more explicit and builds it into the whole management system.” Various clauses in ISO 9001:2015 require executive management to promote awareness of risk-based thinking and implement processes to determine and address risks and opportunities that could affect QMS performance.
Some quality professionals have expressed concern that the new standard de-emphasizes prevention in quality management, but ISO insists that risk-based thinking, in fact, “makes preventive action part of strategic and operational planning” and helps establish “a proactive culture of improvement” in an organization. Previous editions of ISO 9001 placed preventive action in a separate clause, whereas the new risk-based thinking integrates prevention across the QMS.
Barrett Craner, until recently vice president for quality assurance and regulatory affairs at medical device development firm Stellartech Research Corp., told Design News that risk-based thinking is crucial. Craner recently retired and now consults for medical device manufacturers and teaches quality assurance at the University of California Santa Cruz graduate extension and at California State University Dominguez Hills.
“The key to reducing risk is definitely prevention,” Craner stressed. In the medical device industry, the stakes are obviously higher. “If a DVD player fails, no one gets hurt,” he said, “but in medical devices, you can have a high level of risk. Some failures you just can't accept, or if there is a failure, the device has to fail-safe.”
Craner believes that risk-based thinking is achievable for design teams, even in high-stakes industries such as his. For example, a solid process for hazard analysis “can help you look at the potential hazards in a product and the causes of those hazards, whether direct or indirect,” giving the team “a pictoral description of those causes” in a form that he describes as like “a tree with the hazard at the top.” Such tools can help quality and design professionals work together to reduce risks in product development.
ISO standards aren't always as detailed as one might expect, and quality management systems don't always have to specify every step in order to be effective, Craner told Design News. “A lot of these standards don't tell you that you have to do certain things,” he said. “They just want to make sure you do risk evaluation, analysis, control, and monitoring.”
An auditor or inspector won't likely mandate any particular method or tool, “but they may want to see what you have done and look at the tools you did use,” he said. Their objective will be to look for signs of due diligence, “to see that your risk process is a good one.”
Craner said that a certifier or inspector will often “want to look at an FMEA, (failure modes and effects analysis). Or maybe your risk management plan.” He thinks the scrutiny could increase over time, though: “I believe as auditors become savvy, they will dig deeper into the risk analyses you do use.”
Like Craner, Makar has worked extensively in the development of medical devices. In his 2014 ASQ presentation, he said DuPont’s product development and commercialization framework imposes a stage-gated process requiring that certain risk management activities take place at each stage before a product can move from the concept/feasibility phase to the development phase to the validation/regulatory phase to commercialization.
Hazards and failure modes “are analyzed in terms of their impact on the system and then evaluated to determine the likelihood of occurrence and probability of harm,” Makar pointed out.
Even at the design stage, for example, checklists and worksheets are used to identify potential design risks and hazards, such as “energy hazards, biological hazards, environmental hazards, hazards resulting from incorrect output of energy or material, hazards related to the use of the medical device, and hazards arising from functional failure, maintenance, and aging,” according to Makar.
The ISO 9001 revision is being carried out by ISO Technical Committee 176 (TC 176), one of whose objectives has been to better align quality management standards with other systems such as environmental management (ISO 14001) and information security management (ISO 27001). Besides risk-based thinking, the 2015 requirements include an emphasis on stakeholder involvement in QMS development, management responsibility and accountability for quality, a process approach to quality management, and greater flexibility in the management of quality-related documents and records.
Advisera, which runs the 9001Academy, an online consultation center on ISO 9001, has released information on the revised standard via an infographic:
Al Bredenberg is a writer, analyst, consultant, and communicator. He writes about technology, design, innovation, management, and sustainable business, and specializes in investigating and explaining complex topics. He holds a master's degree in organization and management from Antioch University New England. He has served as an editor for print and online content and currently serves as senior analyst at the Institute for Innovation in Large Organizations.
Mon, 18 Jul 2022 12:00:00 -0500entext/htmlhttps://www.designnews.com/automation-motion-control/iso-9001-revision-puts-risk-and-quality-management-closely-togetherKillexams : Using Measurement to Excellerate Quality
Originally Published MDDI October 2001
The new ISO 9001:2000 standard puts an unprecedented emphasis on measurement. Although companies may find compliance challenging, they will benefit from improved quality systems.
Daniel P. Olivier and Paschal Dwane
With the official publication in December 2000 of the latest version of the ISO 9001 quality system standard (ISO 9001:2000), an unprecedented number of changes were introduced. Among the most significant of these is the process approach to the definition of quality systems.1 In this approach, an organization is defined as a system of processes, and quality management consists of identifying, analyzing, and controlling these processes and their interactions. This approach also emphasizes the understanding of requirements, the need to assess the value of processes, and the measurement of the processes to support evaluation and continual improvement.
The concept of processes is familiar to most companies through the use of flow chart techniques, among other things. The concept of measuring processes, however, gives rise to questions that are new to many. What processes should be measured? What measurements should be collected? Are there industry standards for measurement? To what extent should the collection of these measurements be automated?
Analysis of quality processes is critical for process optimization and determining the effectiveness of process changes. In the absence of appropriate measurement, attempts at process improvement often fail. Effective measurement is essential to ensuring that any process changes introduced realize the desired quality and productivity benefits.
Measurement was not an essential component of the ISO 9001:1994 standard. Why has it become one in ISO 9001:2000? The answer involves the process approach to quality systems. ISO 9001:1994 was somewhat prescriptive regarding the definition of processes, specifying 20 subelements. But in ISO 9001:2000, manufacturers are responsible for defining their own processes. Therefore they must also define their own standards for assuring that those processes generate quality products efficiently.
Along with this responsibility to define internal processes comes a need to define measurements that ensure the effectiveness of those processes. Measurements of processes are essential to ensure the final quality of the product. In other words, to the extent that design and manufacturing processes have a low incidence of errors, the finished product is likely to be of higher quality. Measurements can also identify process inefficiencies such as scrap rate, effort devoted to rework, and excessive cycle times. Each of these measurements also provides insight into business efficiency and profitability.
CATEGORIES OF MEASUREMENT
The science of measurement is not well established for most organizations. Figure 1 outlines a hierarchy of measurements that corresponds to the evolution most companies go through as they implement and refine a measurement system. This evolution reflects that of the ISO 9001 standards themselves. Before the introduction of the first ISO 9001 standard in 1988, industry focused primarily on quantity measurements. The 1994 and 1998 standards gave rise to optimization measurements, which are aimed at corrective and preventive actions. The ISO 9001:2000 standard requires a third generation of measurements to establish processes that strive for continual improvement.
Quantity Measurements. As companies implement a quality system, they focus first on measurements of quantity. Such measurements reflect a single quantitative dimension. Examples include the volume of products manufactured, the total revenue generated, or the number of new product designs released. These measurements have typically been used for production forecasts and inventory management.
Optimization Measurements. In contrast to quantity measurements, optimization measurements provide more detail. While a quantity measurement may include the volume of products produced, an optimization measurement would address factors such as products produced per hour of labor, cycle time required for each product, or external resources consumed per product. Optimization measurements can be used to evaluate efficiency and, therefore, to assess the benefits of process improvement efforts.
Process Improvement Measurements. Although optimization measurements help show how to optimize a given process, they do not show how to redesign a process to achieve new levels of productivity. A process improvement measurement can lead to a root-cause assessment that can identify the source of recurring quality problems. This can lead in turn to identification of new product and process designs, such as the redesign of a printed circuit board to consolidate components and increase reliability or of an automated production line to reduce manufacturing process steps.
WHAT TO MEASURE
Even when the benefits of measurement are understood, the question remains which measurements should be taken. A list of candidate measurements used by many organizations is provided in Table I. These are based on recommendations provided in ISO 9004:2000 and on the best practices of industry leaders.2
Type of Metric
Volume of units produced per month
Inventory turnover rate
Defect rate per month
Analysis of manufacturing defects
Time to market for new development projects
Efficiency of review and test activities in finding defects
Productivity of engineering teams
Defect rate per month per project
Analysis of product defects related to design
Percentage of defects found in provider products
Percentage of certified suppliers
Percentage of dock-to-stock materials
Defect rate per supplier
Analysis of provider defects to determine root cause
Number and categories of customer complaints
Number of warranty failures
Customer loyalty as measured by repeat purchases
Customer satisfaction trends
Table 1. Candidate measurements and metric types.
Manufacturing. The most common measurements used for the manufacturing process are related to production planning and productivity evaluation. Other measurements include evaluation of process optimization factors such as yield (yield data include the number of failures found in each step of the manufacturing process). Even though production capacity may be acceptable, a low yield points to process inefficiencies that may cause a high scrap level and require significant rework. Mikel Harry describes these inefficiencies as a "hidden factory," representing the wasted capacity spent producing bad product.3 Process measurements identify inefficient processes. In addition, analysis of defects (nonconforming products) found during manufacturing can reveal opportunities for process improvement. Tracking manufacturing trends such as process capability values over time also can be helpful in evaluating the long-term effectiveness of process improvement efforts.
Engineering. Engineering is often neglected when process measurements are discussed. The engineering process, the argument goes, is a creative one and should not be subject to the types of measurements used in manufacturing. But while it may be true that manufacturing measurements are not appropriate for engineering, it does not follow that no measurements should be performed.
For most companies, the biggest demand placed on engineering is to reduce time to market for new products. This can be accelerated by selecting the appropriate measurements. Just like the "hidden factory" in manufacturing that wastes resources, engineering resources are often wasted because the customer requirements are not well defined before the design process begins, or because the requirements change after significant design progress has been made. Using measurements to recognize the factors that contribute to delays is the first step in improving the engineering process. In addition to a time-to-market measurement for each project, many organizations also use productivity measurements for engineering teams (such as engineering change orders completed per month or tested software releases per month).
The most beneficial measurement to help Excellerate the engineering process comes from an analysis of design defects found during the engineering process and by customers after release. Another key process improvement measurement involves assessing the product development life cycle to identify the phase where the majority of time is spent. Improvements in this phase offer the greatest potential for shortening the overall development schedule.
Suppliers. With the increasing complexity of today's products, companies are becoming more and more reliant on suppliers. With this increasing reliance on suppliers comes heightened risk that inferior products or services from suppliers may hurt product quality and profits. One appliance manufacturer, for example, traced 75% of warranty failures to the inferior quality of components from suppliers.4 Effective measurement of suppliers is essential not only to ensure quality of products but also to Excellerate productivity. Traditional measurements for suppliers include the number of suppliers that are certified, the number of components that can be accepted without inspection (dock-to-stock), and the number of defects related to supplied components. In addition, analysis of the cause of defects that occur in supplied parts can be shared with suppliers as the basis for implementing a process improvement program. provider trend data also helps in selecting suppliers for long-term contracts and preferred contract awards.
Customer Satisfaction. Customer satisfaction is specifically identified as requiring measurement in ISO 9001:2000 section 8.2.1. Although such measurement is widely used as a gauge of product quality, it is also an excellent measurement of profitability. Customer satisfaction studies have shown that a 5% increase in customer retention can translate into a 20% improvement in profits.5 For this reason, trending of customer satisfaction and analysis of customer complaints to identify the root cause of problems have become widespread performance indicators.
MEASUREMENTS FOR PROCESS IMPROVEMENT
This discussion of measurements has focused primarily on evaluating conformity to established quality and productivity goals. These measurement systems can also provide the basis for defining new, enhanced processes. Process measurement systems that address general causes of defects can highlight the vital few defects that are the source of the majority of quality problems.6 (This strategy of ranking defects in order to decide which quality improvement projects to pursue is also known as the Pareto principle, see Figure 2.) For most companies, this is one of the most significant benefits of a measurement process. More detailed knowledge of the cause of quality problems provides a better understanding of the best strategies for correction. As a process matures, the attributes that identify failures can be expanded so that the remaining problems and their causes may be addressed.
Another method for conducting a more detailed analysis of measurements to better define quality improvement programs is a cost-of-quality calculation. The cost of quality represents the difference between the actual cost of a product or service and what the cost would be without product failures, manufacturing defects, or substandard service.7 The cost of quality is calculated as the sum of the cost of external failures (customer complaints), internal failures (failures in manufacturing and engineering), appraisal costs (costs for reviews and testing), and prevention costs (costs for process improvements and training). These costs can be calculated by assessing the average cost for each category and multiplying that cost by the number of instances of the failures or prevention activities reported (cost of appraisal is normally a fixed cost based on the resources dedicated to the activity). Measurement of the cost of quality is an excellent way to gain understanding of the factors that contribute to product quality and production costs. Calculation of the cost of quality frequently clarifies the significant benefits that can be realized from investment in preventive action programs.
PRINCIPLES OF MEASUREMENT
With the emphasis on the measurement of processes there is a risk that many ineffective types of measurements may be created. The result can be processes that become more complicated instead of more efficient. The following are some guidelines on how to define and use measurements in a way that minimizes risk and maximizes benefits.
Take only measurements that can be used effectively for decisions on process improvement and product evaluation. Measurements that do not add value should be eliminated. The fewer and simpler measurements are, the better.
Measurements should be derived from published quality policies and objectives.
Measurements should be trended or summarized in a meaningful way to show process stability and effectiveness. Trend charts are most useful in showing the effectiveness of quality improvement programs. Charts should be structured to highlight which activities are effective at achieving target results.
Data collected for measurement must be reviewed and Checked to confirm correctness.
Measurements should be automated to the maximum extent possible to simplify the collection process.
Procedures for the collection of measurements should cover the consistent definition of terms, who is responsible for performing the measurements, and when the measurements are to be taken. Training should be provided that emphasizes quantitative decision making and continual improvement based on measured data.
Common measurement categories and presentation strategies should be implemented across business processes.
Measurements should evolve over time as processes evolve and more meaningful or directed measurements can be established.
Whatever is measured will become a focus of attention. Be careful not to introduce measurements that result in unwanted side effects (for instance, measuring lines of code produced for engineering can result in inefficient and excessive amounts of code being produced).
Because the purpose of measurements is to identify opportunities for process improvement, management must be willing to invest resources to act on those opportunities. If the measurements are not used to make process change decisions, the credibility of the metrics program will be destroyed.
There are no established standards for acceptable measurement levels for the majority of quality system processes. Although some candidate measurements have been published for productivity and quality levels, these measurements must be considered in light of the target industry and manufacturer. The best answer to measurement standards is benchmarking other companies, preferably the leaders in the industry. Benchmarking is an excellent way not only to establish measurements for excellence but also to learn new process improvement techniques.8
ISO 9001:2000 puts the onus on each manufacturer to define its internal processes and to develop measurements that ensure that these processes are effective. While adjusting to the new standard will be challenging for many manufacturers, the end results will pay them back many times over.
1. ISO 9001:2000, Quality management systems—requirements (Geneva: International Organization for Standardization, December 13, 2000), v. 2.ISO 9004:2000, Quality management systems—Guidelines for performance improvements, (Geneva: International Organization for Standardization, December 13, 2000), 34–45. 3.Mikel Harry and Richard Schroeder, Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations (New York: Doubleday, 2000), 79. 4.JA Donovan and FP Maresca, "Supplier Relations," in Juran's Quality Handbook, 5th ed. (New York: McGraw-Hill, 1999), 21.5. 5.Frederick F Reichheld, The Loyalty Effect, The Hidden Force Behind Growth, Profits, and Lasting Value (Boston: Bain, 1996), 13. 6.JM Juran and FM Gryna, Quality Planning and Analysis, 3rd ed. (New York: McGraw-Hill, 1993), 47. 7.Jack Campanella, Principles of Quality Costs, 3rd ed. (Milwaukee: ASQC Quality Press, 1999), 5. 8.Robert C. Camp, ed., Global Cases in Benchmarking. (Milwaukee: ASQ Quality Press, 1998), 7.
Wed, 15 Jun 2022 12:00:00 -0500entext/htmlhttps://www.mddionline.com/news/using-measurement-improve-qualityKillexams : Six Sigma Methods And Its Application In Project Management
Projects are temporary in nature ; have definite start and end dates; produce a unique product ,service or a result; and are completed when their goals and objectives have been met and signed off by the stakeholders. Project Management is the seamless handling of multiple Projects. The Person who handles a project in Software Company or say any other company like a civil construction company is called a Project Manager and the considered individual ideally holds a PMP certification given by Project Management Institute (PMI) most of the companies where Project are handled have a PMO’s office where all the planning is done. Project Management is carried out in Stages 1] Initiation 2] Planning 3] Execution 4] Monitor & Control 5] Project Closure the same applies in Six Sigma Methods because Six Sigma is carried out in phases also which are 1] Define ( Similar to Initiation) 2] Measure 3] Analyze (Similar to Planning 4] Excellerate 5] Control ( Similar to Project Closure). Lean Six Sigma is all about removing variations and defects in a product or process. Like Project Management the lean Six Sigma Practioner needs to be certified by a governing body like IASSC, ASQ (American Society of Quality) or ISI(Indian Statistical Institute). The Certificates provided by them Lean Six Sigma Green Belt, Lean Six Sigma Black Belt & lean Six Sigma Master Black Belt.Bill Smith of Motorola Coined the term Six Sigma and is also called the father of Six Sigma; The Quality leader responsible for the term Total Quality Management is Feigen Baum; robustness in quality management was pioneered by Dr Taguchi; quality leader who did extensive work in Japanese industry is Dr Deming who paved the way for Quality Management Concept; Walter She wart is also one of the contributors in Six Sigma, he is sometimes referred to as father of Statistical Control.
The Table given below maps the phases of Six Sigma with that of Project Management Phases.
The Five Processes of PMP (Initiation, Planning, Execution, Monitor & Control, Closing Phase)
The relationship of the project stages to the life cycle phases
Life Cycle Phases
Starting the Project(Define Phase of Six Sigma)
Documentation of Need
Initial Resource requirements
Cost benefit Analysis
Approval to proceed to next stage
Organizing and Preparing
Risk management plan
Approval to proceed to next stage
Carrying out the Work
Develop tracking Systems
Approval to Proceed to next Stage
Controlling and Monitoring Process
Closing out the Work(Control Phase of Six Sigma)
External and Internal Approval for the project results
Transitioning team members to new assignments
Closing project Accounts
Post-mortem and lessons learned
Recognizing the team
Adjourning the team
Cost Benefit Analysis is done in Six Sigma as well as in the Initiation Phase of Project Management. Future value, Present Value and Net present Value formulas are also used in the Define Phase of Six Sigma as well as the Project initiation Phase of Project Management. Where the black belt or the Project Manager Should assess whether the project is worth doing.
Example Given Below:-
If $100,000 were invested for 5 years and managed to earn a interest of 6 % per year compounded annually it will be worth $133,822.60.
PV from the Problem is = $100,000
FV = PV (1+ i) ^ n - Where I is the rate of interest and n is the number of years.
FV = 100,000(1+0.06)^5
The future value of the $100,000 five years from now is $133,822.60
In other words if a Project says it will be earning the organization $160,000 per year in five years ,that’s great but what is $160,000 five years from now really worth today?
Let us use the formula assuming interest rate is still 6%-
PV=FV/(1+i)^n – Where FV is future Value , i rate of interest and n the number of years
PV=$119,561 so $160,000 is really worth $119,561 today if we had four different projects of varying time to completion, cost and project cash inflows at completion we calculate the present value and choose the project with the best present value as it is likely the best investment for the organization
The planning process group has more processes than any other process group as a result a lot of time and effort goes into the planning process group of any company on some projects you might almost spend as much time planning with that of executing in a way it is a good sign as the project is properly planned.
The define activities process is the further breakdown of the work package elements of the WBS
Tools and techniques for defining activities
Rolling wave planning
Precedence Diagramming Method (PDM)
The PDM Method is what most project management software programs use to sequence activities.
Precedence diagrams use boxes or rectangles to represent the activities called nodes the nodes are connected with arrows showing the dependencies this method is called AON activity on node. Diagram is given below.
The four dependencies are as follows
Finish to Start (FS) The finish to start relationship is the most frequently used relationship the relationship says that the predecessor or from activity must finish before the successor or to activity can start in PDM diagrams this is the most often used logical relationship.
Start to Finish (SF) The Start to finish relationship says that the predecessor activity must start before the successor activity can finish this logical relationship is seldom used.
Finish to Finish (FF) the finish to finish relationship says that the predecessor activity must finish before the successor activity finishes.
Start to Start (SS) the start to start relationship says that the predecessor activity depends on before the successive activity can start.
Critical Path Method (CPM) is a schedule network analysis technique it determines the amount of float or schedule flexibility for each network paths by calculating the earliest start date, earliest finish date , latest start date and latest finish date for each activity. The Critical path is generally the longest full path on the project any project activity with a float time of zero is considered a critical path task.
Calculating Expected Value : Say for example for a particular project you are given 38 days of optimistic time, 57 days for the pessimistic and 45 days for the most likely so the formula for calculating expected value is (Optimistic + pessimistic +(4* most likely))/6 The expected value for the sample project activity is as given below:-
(38 + 57+ (4*45))/6 = 45.83
The formula for standard deviation which helps to determine the confidence level is (pessimistic – optimistic)/6
The standard deviation for your activity is as follows (57-38)/6 = 3.17
So we subtract 3.17 – 45.83 = 42.66 and we conclude that there is 68.26 % chance that the project will be completed in 42.66 to 49 days.
Project Oversight and Management (Forecasting, Measurements & Monitoring):-
Every Project requires some measure of progress and in many cases, multiple forms of measurement must be used to gauge the overall health of the project, project measures might be used to answer basic questions like:
Is the project on track to finish on time?
Is the project expending funds within budget?
Let us consider some of the common forms of measures used on most projects at the task(work package) level
Planned value (PV). This is the approved budget for work scheduled for completion by a specific date. It is also known as budgeted cost of work scheduled(BCWS)
Earned Value (EV). This is the approved budget for the work actually completed by a specific date. It is also known as Budgeted Cost of work Performed (BCWP).
Actual Value (AV). This is the actual cost incurred for work completed by a specific date. It is also known as actual cost of work performed.
Scheduled Variance (SV). The Schedule variance is the difference between the amounts budgeted for work performed and the planned cost. It is calculated as SV=EV-PV.
If SV is positive, the project is ahead of schedule, if the SV is zero the project is on schedule and if SV is negative, the project is behind schedule a corrective action must be taken.
Cost Performance index(CPI) : This is a dimensionless index used to measure the project’s cost efficiency it is calculated as
CPI = EV/AC = BCWP/ACWP.
If the CPI is greater than 1 the project is under budget. If the CPI is equal to 1 , the project is on Budget and if the CPI is less than 1 , the project is over budget and corrective action must be taken.
Schedule Performance Index (SPI). This is a dimensionless index used to measure the projects schedule efficiency
SPI=EV/PV = BCWP/BCWS
If SPI is greater than 1, the project is ahead of schedule, if the SPI is equal to 1 the project is on schedule and if the SPI is less than 1 the project is behind schedule and corrective action should be taken.
We can conclude that the phases used in Six Sigma (DMAIC) & Project Management has nearly Similar activities in the respective phases which we have proved by mapping the two(Six Sigma & Project Management).
Tue, 30 Jan 2018 09:21:00 -0600text/htmlhttps://www.siliconindia.com/article/six-sigma-methods-and-its-application-in-project-management-aid-6696.htmlKillexams : Meet the Experts
William Abrams is coauthor of “Active Packaging: Improving Shelf Life and Stability.” He is vice president, business development for CSP Technologies Inc. (Auburn, AL). He is responsible for identifying commercial opportunities for CSP's core technologies and for managing the relationship between the company's technical team and customers. Abrams has BA in economics from Cornell University and an MBA in marketing and economics from the Johnson Graduate School of Management at Cornell University. Contact him at [email protected].
Karl Aeder is coauthor of “The Development Edge: Software Design for Test.” He is a principal software architect with more than 15 years of experience in designing and developing software systems (Burlington, MA). He has worked on such software projects as control systems for industrial equipment and medical systems. He has also held project roles including architect, consultant, project manager, tech lead, designer, and developer. Aeder has a BS in computer science from the University of Vermont. Reach him at [email protected].
Tim Bosch is coauthor of “The Development Edge: Software Design for Test.” He is vice president of architecture and consulting at Foliage. In this role, he directs consulting and development efforts for a variety of projects. Past projects he has led include medication management system architecture assessment and product development; disease management system architecture assessment and product development; dialysis system architecture assessment; HIS/EMR assessment and product migration strategy; and cardiac care system architecture assessment. Bosch has a bachelor's degree in English from Carnegie-Mellon University. He has completed graduate coursework in computer science and business at Harvard University's Extension Division. Reach him at [email protected].
Bryan Chojnowski is author of “COTS Software: A Broader Picture.” He is director of quality at Reglera LLC (Lakewood, CO), a regulatory consulting and outsourcing company. His project management experience includes software development, quality systems implementation, validation, testing, and device reengineering. Contact him at [email protected].
Michael DiCicco, PhD, is coauthor of “Active Packaging: Improving Shelf Life and Stability.” He is a senior scientist at Johnson & Johnson Sterile Process Technology (SPT; Raritan, NJ). He analyzes and characterizes the effects of gaseous and radiation sterilization on medical device products using analytical methodologies ranging from gas chromatography to electron paramagnetic resonance spectroscopy. His work supports SPT's mission to develop, transfer, and optimize aseptic and terminal sterilization processes for sterile product operations within Johnson & Johnson. He received his PhD in analytical chemistry from Temple University. Contact him via e-mail at [email protected].
Deepti Gupta is coauthor of “Active Packaging: Improving Shelf Life and Stability.” She is senior scientist, R&D, for CSP Technologies Inc. With an expertise in polymer and active packaging, Gupta develops polymer engineering products. She also provides technical support to plan and design new active polymer matrices that release or absorb components. Gupta has an MS in chemistry from Texas State University. Reach her at [email protected].
Brian Fitzpatrick is coauthor of “Active Packaging: Improving Shelf Life and Stability.” He is program manager for CSP Technologies Inc. In this position, he coordinates with customers to identify, deliver, and complete all technical activities required for a product launch. He previously developed orthopedics and consumer healthcare products for Johnson & Johnson. Fitzpatrick holds a BS in chemistry and an MS in plastics engineering from the University of Massachusetts Lowell. Contact him at [email protected].
Frederick Halperinis coauthor of “Active Packaging: Improving Shelf Life and Stability.” As a scientist at Johnson & Johnson SPT, he is responsible for radiation processing and dosimetry activities such as E-beam and gamma irradiations. He is a member of ASTM International Committee E10 on Nuclear Technology and Applications. He received his BSE in biomedical engineering from Johns Hopkins University and his MS in chemical and biochemical engineering from Rutgers University. Contact him via e-mail at [email protected].
Ike Harper is coauthor of “Active Packaging: Improving Shelf Life and Stability.” As manager, R&D, at Johnson & Johnson SPT, he manages sterilization operations and projects related to sterile process development. He is a certified green belt in process excellence, an ASQ-certified manager of quality and organizational excellence, and a PMI certified project management professional. Harper has an MBA from Northeastern University, where he specialized in marketing high technology and finance. Contact him at [email protected].
William A. Hyman is coauthor of “Analysis of Risk: Are Current Methods Theoretically Sound?” He is a professor of biomedical engineering at Texas A&M University. His primary areas of professional activity are in medical device design, system safety, and human factors. He is president of the ACCE Healthcare Technology Foundation and an editor of the Journal of Clinical Engineering. He has served as juror in the annual Canon Communications Medical Device Excellence Awards Contact him at [email protected].
Bridget Lang is coauthor of “Active Packaging: Improving Shelf Life and Stability.” She is a quality control chemist at Salvona Technologies (Dayton, NJ). She previously worked for Johnson & Johnson SPT and performed EtO residuals analyses, solid-phase microextraction, and dosimetry. She received her BA in chemistry and mathematics at Rutgers University. Reach her at [email protected].
Wayne Lobb,PhD, is coauthor of “The Development Edge: Software Design for Test.” As engineering director at Foliage, he is responsible for managing and overseeing consulting projects and outsourced software development projects for manufacturers of semiconductor equipment, industrial equipment, and medical devices. He has 25 years of experience in designing, building, and assessing software for computer-aided design, semiconductor manufacturing, and industrial equipment including various areas of nanotechnology. Lobb has a PhD in mathematics from the University of Illinois at Urbana-Champaign. Reach him at [email protected].
Chris Rehl is author of “An Unlikely Marriage Keeps Quality Flourishing.” He is director of marketing for Cimtek (Needham, MA). He oversees all internal and external marketing initiatives including product definition for Magellon, a SaaS product. Rehl has a BS in electrical and computer engineering from Clarkson University and is a member of IEEE. Contact him at [email protected].
Peter Sagona is coauthor of “Active Packaging: Improving Shelf Life and Stability.” He is vice president, applications development, for CSP Technologies Inc., a position that he has held since 1999. He heads the technical support activity located in the Philadelphia area and works with customers to identify and complete all technical activities required for product launch. Sagona has a BSE in biomedical engineering from Catholic University of America and an MS in engineering management from Drexel University. Contact him via e-mail at [email protected].
Nataly F. Youssef is coauthor of “Analysis of Risk: Are Current Methods Theoretically Sound?” She is a graduate student in the Department of Industrial Engineering at Texas A&M University. She has a BE in mechanical engineering from Lebanese American University. Youssef's research interests include risk management of medical devices and reliability assessment. Contact her at [email protected].
Mon, 04 Jul 2022 12:00:00 -0500entext/htmlhttps://www.mddionline.com/news/meet-experts-2Killexams : Global Colocation Solutions Provider CyrusOne Earns ISO 27001 Certification for Its U.S. Data Centers
DALLAS — Global colocation solutions provider CyrusOne (NASDAQ: CONE) announced today it successfully attained the International Organization for Standardization (ISO 27001) certification at 18 facilities located across six states, including Arizona, Illinois, Indiana, Kentucky, Ohio, and Texas. ISO 27001 is a globally recognized information security certification that validates the Information Security Management System of companies that have a strong system of internal controls and information security processes. The scope of data center colocation services covered includes physical controls, environmental safeguards, and telecommunication connectivity as well as support provided by CyrusOne’s client service, legal/compliance, facility management, and information technology departments.
“This certification further underscores that in both philosophy and action, we share accountability with our customers for their success,” said Gary Wojtaszek, president and CEO, CyrusOne. “In addition to power and cooling, the physical security we provide to defend against potential vulnerabilities against the servers and data we house in our facilities is top notch and non-negotiable. This certification formally recognizes it.”
CyrusOne’s ISO 27001 was conducted under the guidance of A-lign Security and Compliance Services, LLC as of April 16, 2014. A-lign is an ISO 27001 Certification Body accredited by the ANSI-ASQ National Accreditation Board (“ANAB”) to perform ISO 27001 Information System Management System certification audits to certify companies’ compliance with the requirements of ISO 27001.
The 18 facilities registered are: Phoenix, Ariz.; Chicago, Ill.; South Bend, Ind. (2); Florence, Ky.; Cincinnati, Ohio (5); and in Texas: Dallas (2); Houston, (3); Austin (2); and San Antonio.
Delivering Best-in-Class Enterprise Facilities, Connectivity, and Open-IX Certification
CyrusOne specializes in highly reliable enterprise data center services and colocation solutions, and engineers its facilities to include the power-density infrastructure required to deliver excellent availability, including an available highest possible power redundancy (2N) architecture.
Customers have access to the CyrusOne National IX, which marries low-cost robust connectivity with the massively scaled data centers that the company is known for by creating the first-ever data center platform that virtually links a dozen of CyrusOne’s enterprise facilities in multiple metropolitan markets.
The CyrusOne National IX, coupled with the company’s multiple dispersed locations and available 100 percent uptime, enables Fortune 1000 enterprises to implement cost-effective, multi-location data center platforms that can help manage their internal disaster recovery requirements and applicable regulatory or industry-specific requirements such as Sarbanes Oxley, HIPAA, and PCI.
CyrusOne was also recently the first to receive multi-site data center certification from the Open-IX (OIX) Association. This certification highlights that CyrusOne facilities have achieved the highest quality for carrier-neutral connectivity. The OIX Association has a mandate to promote resilient interconnection in hub cities to facilitate a more resilient Internet.
With 25 carrier-neutral data center facilities across the United States, Europe, and Asia, CyrusOne provides customers with the flexibility and scale to match their specific growth needs. The company is renowned for exceptional service and for building enduring customer relationships and high customer satisfaction levels. CyrusOne’s more than 600 customers include nine of the Fortune 20 companies and more than 125 of the Fortune 1000.
For more information about CyrusOne, call 1-855-908-3662 or visit www.cyrusone.com. Connect with us on Google Plus, LinkedIn, Twitter, and Facebook.
About CyrusOne CyrusOne specializes in highly reliable enterprise-class, carrier-neutral data center properties. The company provides mission-critical data center facilities that protect and ensure the continued operation of IT infrastructure for more than 600 customers, including nine of the Fortune 20 and more than 125 of the Fortune 1000 or equivalent-sized companies.
CyrusOne’s data center offerings provide the flexibility, reliability, and security that enterprise customers require and are delivered through a tailored, customer service-focused platform designed to foster long-term relationships. CyrusOne’s National IX platform provides robust connectivity options to drive revenue, reduce expenses, and Excellerate service quality for enterprises, content, and telecommunications companies. CyrusOne is committed to full transparency in communication, management, and service delivery throughout its 25 data centers worldwide.
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KoAnn is Founder and CEO of Sustainable Brands Worldwide
Through Sustainable Brands, she and her team lead the global conversation about how 21st century brands can, and are delivering new business value through innovation for environmental and social purpose. In addition to overseeing direction and strategy at SB, she writes and speaks around the world on the shift in consumer demand and the opportunity for brands to respond by changing the way they think of and deliver against their role in society. She served as faculty for Harvard's Leadership for Sustainability Exec Ed program, and is on the external sustainability advisory council for P&G. She was recently awarded the Hutchens medal from ASQ, (American Society for Quality) which recognizes exceptional leaders in social responsibility and sustainability.
Prior to launching Sustainable Brands Worldwide and parent company, Sustainable Life Media, in 2004, KoAnn founded and lead a boutique management consultancy focusing on helping enable breakthrough financial performance through purpose-driven leadership and improved organizational alignment.
Prior to that, she worked for 18 years in business-to-business media where she served in positions of increasing responsibility, launching and leading media properties including magazines, conferences, trade shows, and more for a wide range of markets, starting with natural resources (timber, paper, and mining) and ending with a variety of emerging technology sectors including digital video, computer game development and the web. During her tenure she garnered extensive experience launching and growing countless product brands, as well as driving a corporate brand effort and integrating it with a global product brand portfolio spanning many market sectors. She completed her media tenure as Senior Vice President of a multinational division of United Business Media, overseeing a $50 million division and a 150-person team.
Press Release / 3,000+ brand and innovation leaders to convene June 3-6 at SB’19 Detroit SAN FRANCISCO, November 27, 2018 – Sustainable Brands® recently released the event brochure for its annual flagship conference: SB’19 Detroit. More than 3,000 business leaders are expected to gather June 3-6, 2019 at the Cobo Center in Detroit, Michigan to learn how brands can stay relevant by delivering the Good Life consumers seek today, marked by balanced simplicity and connections to family, community and the environment. - 3 years ago
Tue, 26 Mar 2019 10:10:00 -0500entext/htmlhttps://sustainablebrands.com/is/koann-vikorenKillexams : Building Resilience and Promoting Recovery through Lean
8th Annual HILNNY Conference
Webinar series | November 2021 - January 2022
Elizabeth Aikman, RN, MBA
Clinical Systems Engineer
Elizabeth Aikman comes from a diverse healthcare background where she has continuously pursued system improvements to allow for optimal human performance. Beginning as a bedside nurse, she felt restricted by the suboptimization of workflows in bringing her most empathic self to care for those who need it most. Transitioning through hospital leadership and into quality, Aikman now focuses on helping teams build safer, more effective processes. As a deeply curious strategic thinker, she excels at helping all levels of her organization see both the big picture and the intricate details. Her experience as a lifelong athlete and marathon runner has given her incredible perspective on courage, self-discipline, reflection and growth — lessons that ripple through her actions and her words. Aikman holds a Bachelor of Science in Exercise Physiology from the University of Miami, a Bachelor of Science in Nursing from New York University and a Master of Business in Strategic Healthcare Management from Hofstra University.
Mohammed Al-Mashraie, PhD
Senior Innovation Specialist, Center for Innovation
Albany Medical Center
Al-Mashraie has expertise in Lean daily management, process improvement, machine learning, project management and simulation. Prior to joining AMC, he worked with Watson Institute for Systems Excellence on several projects utilizing various Lean tools to Excellerate the quality and efficiency of a student advising office. In addition, he worked a project for a telecommunications company in which predictive analytics were leveraged to predict customers who are likely to churn. Al-Mashraie is an AMC Lean Black Belt certified. He was president of the operational excellence national IISE student board and the director of students’ activities on the operational excellence national IISE professional board.
Mahmoud Aldyab, MD
Albany Medical Center
Dr. Mahmoud Aldyab is a chief resident at the pathology program at Albany Medical Center with a medical degree from Damascus University Medical College. Alongside a group of enthusiastic residents and faculty staff, Aldyab was selected to participate in the quality and leadership distinction at AMC. Driven by the experiences he witnessed working to provide healthcare in settings of extremely limited resources during the war in Syria and later working with refugees and patients with disabling injuries, Aldyab has a profound interest in understanding and applying ways to Excellerate efficiency in the healthcare delivery system.
Michele Baker, MS, RN, CNL, NEA-BC, CCRN-K
Senior Nurse Manager, Adult Critical Care
UR-Medicine-Strong Memorial Hospital
Since becoming a nurse in 2002, Michele Baker has assumed various roles in nursing, both at the bedside and as a leader. In 2016, she earned a master’s degree in healthcare organizational management and leadership and continued to develop her skills as manager of the surgical intensive care unit, then moving to imaging sciences as the senior nurse manager. Baker then moved to a University of Rochester Medical Center affiliate, Highland Hospital, in 2017 as nursing director of inpatient services. She returned to the critical care department at Strong Memorial Hospital in 2019 to assume the senior nurse manager role overseeing the close observer program. After transitioning into this role, Brown continued her education at the University of Rochester School of Nursing, earning a post-master’s certificate as a CNL; she is currently working toward her Doctor of Nursing Practice, with an anticipated graduation in May 2022. She holds multiple clinical certifications from national nursing organizations, and is an active board member for FLONEL as well as a member of the public policy committee for NYONEL.
Cindy Becker, RN, MS, MBA, FACHE
Vice President and Chief Operating Officer
UR Medicine&dash;Highland Hospital
As chief operating officer of Highland Hospital, Cindy Becker is responsible for oversight and management of all hospital operations. Before this position, Becker was the vice president of patient care services and chief nursing officer; assistant vice president, nursing; and emergency department manager at Highland Hospital; and assistant clinician (manager), emergency department, at Strong Memorial Hospital. Becker has served as the clinical assistant dean, University of Rochester School of Nursing since 1998. She was a captain in the United States Air Force and clinical nurse, CCRN, Critical Care Unit, March Air Force Base, Riverside, Calif., from 1981 to 1983.
Shea Beiter, BSN, RN, CCRN, CPAN
Senior Level 3 Registered Nurse, Post–anesthesia Care Unit
University of Rochester Medical Center–Sisters of Charity Hospital
Shea Beiter came to URMC in 2019 from the intensive care unit at Sisters of Charity Hospital in Buffalo. At URMC's PACU, they are a charge nurse, preceptor and new nurse mentor. They also serve as the diversity, equity and inclusion champion for perioperative services and are a member of the professional nursing council and cultural inclusion committee.
Natalie Bergstrom, BA
Manager, Population Health and Value-based Care
Mount Sinai Morningside
Natalie Bergstrom’s team facilitates high-quality care transitions from inpatient to outpatient services and coordinates preventive services to keep patients healthy and out of the hospital. In this role, Bergstrom develops population health strategy and initiatives aimed at reducing hospital readmissions. She completed Lean courses at Mount Sinai and uses the skills learned to engage her team in process improvement. Bergstrom has worked in the Mount Sinai Health System since 2015 supporting care coordination and the New York state Delivery System Reform Incentive Payment program. Bergstrom earned her Bachelor of Arts in Public Relations from the University of Central Arkansas.
Christine Cahill, MS, BSN, RN
Senior Nurse Coordinator, Patient Blood Management Program
UR Medicine–University of Rochester Medical Center
Christine Cahill is a certified Lean practitioner and earned her certification in the fundamentals of patient blood management. Cahill’s clinical background is in critical care of pediatric patients with congenital heart defects. In her current position, Cahill has used her expertise to launch numerous blood management initiatives, such as an anemia management program, bloodless medicine consultation, resident transfusion medicine education and other educational opportunities for staff on best practices related to proper utilization and transfusion of blood products. She earned her master’s degree in business and medical management from the University of Rochester, Simon School of Business.
Christopher Chang, MS
Clinical Systems Engineer
Christopher Chang utilizes Lean methodology and A3 thinking to support and coach the health system to achieve quality, patient safety and operational goals. Prior to joining NewYork-Presbyterian, Chang worked at Greater New York Hospital Association, where he supported the New York State Partnership for Patients initiative to Excellerate the quality and safety of healthcare provided in hospitals across the state. Chang earned his Master in System Science and Industrial Engineering from Binghamton University.
KC Clevenger, PhD, BSN, MSN, BC-PNP
Chief Nursing Officer
Wilmot Cancer Institute at the University of Rochester
KC Clevenger provides vision, leadership and guidance to the practice of nursing and patient care throughout the Wilmot system. She oversees all nursing and care management functions for inpatient and outpatient settings within the Wilmot Hospital and at 13 community cancer centers in the upstate New York region. Her areas of accountability have included quality, service excellence, project management, nursing informatics, nursing systems and operations throughout the organization. Clevenger is also an associate professor for the School of Nursing and the director for the Oncology Nurse Scientist Partnership. Before joining the University of Rochester, Clevenger was clinical director for the Pediatric and Perinatal Colorado Clinical Translational Science Institute and research director for the division of nursing at Children’s Hospital Colorado, starting the first pediatric nurse research residency program. During her 19 years at CU, she served on the advisory committee for Target Zero efforts, the Organizational Research Risk and Quality Improvement Review Board for Colorado’s Children’s Hospital and was a liaison to the Colorado Multiple Institutional Review Board for CHCO quality and research activities. Clevenger earned a bachelor’s degree from William Jewell College in Missouri, a master’s degree in nursing from the University of Missouri, Kansas City and earned a Pediatric Nurse Practitioner Certification and a PhD degree from the University of Colorado. Her professional interests focus on nurses’ well-being and resiliency through standardization. Her work has included strategic planning activities for systems and programs, work with multidisciplinary teams on performance assessment activities, ambulatory workflow and workforce redesign and implementation and system-wide continuous quality improvement processes.
Steven Corey, RN, MS
Director, Acute One Emergency Services
St. Peter’s Health Partners
Steven Corey is a Lean-trained, TWI-trained nursing leader with more than a decade of trauma nursing experience in a tertiary care level one trauma center. He is a 2008 graduate of Maria College and earned his Bachelor of Science in nursing from Excelsior College in 2014. Corey completed his Excelsior Collegemaster’s program online in 2017.
Samantha Dandrea, RN, BSN
Assistant Nurse Manager
University of Rochester–Strong Memorial Hospital
Samantha Dandrea is a nurse at Strong Memorial Hospital in Rochester. Currently, she is an assistant nurse manager in the post-anesthesia care unit. She has a background in critical care as a staff nurse in the neuromedicine ICU and clinical resource nurse.
James Desemone, MD, FACP, CPE
Professor, Medicine, Diabetes, Endocrinology and Metabolism; Quality and Patient Safety Officer for Graduate Medical Education; and Director, Quality, Department of Medicine
Albany Medical College
Dr. James Desemone is a practicing diabetes specialist and endocrinologist, professor of medicine and certified physician executive. He is particularly interested in interprofessional medical education, systems-based practice, communication and teamwork. Desemone joined the faculty of Albany Medical College in 1996. From 2010 to 2013, he was the director of medical staff quality and a member of the diabetes and endocrinology service at Ellis Medicine in Schenectady, NY. Desemone returned to Albany Medical College in July 2013. He is a member of the American College of Physicians, American Association of Physician Leaders, American Diabetes Association and Juvenile Diabetes Research Foundation. Desemone attended Canisius College in Buffalo, NY and Upstate Medical University in Syracuse, NY, followed by internship and residency in internal medicine at State University of New York at Buffalo affiliated hospitals. He completed clinical and research training in diabetes, endocrinology and metabolism at the University of Massachusetts Medical Center, Worcester, MA in the laboratory of Dr. Aldo A. Rossini.
Kristen Evans, RN, CPAN/CAPA
Perioperative Flex Team
University of Rochester/Strong Memorial Hospital
Kristen Evans is a passionate advocate of individualized patient-centered care and nursing excellence, having practiced nearly 30 years as a registered nurse in both small and large teaching hospitals. She has experience in a broad range of nursing specialties, most recently emergency and perioperative nursing. Evans is a certified post anesthesia nurse, certified ambulatory perianesthesia nurse and American Heart Association pediatric emergency assessment, recognition and stabilization instructor. Current responsibilities include assisting to pioneer a perioperative flex team and engaging in recruitment, organization and orientation of multiple flex team members.
Nicholas Fodera, ME
Clinical Systems Engineer
Nicholas Fodera joined NewYork-Presbyterian Hospital in 2017. He is currently a clinical systems engineer within the NYP division of quality and patient safety. In this role, Fodera leads multidisciplinary teams to design and implement efficient and effective practices, streamline hospital processes and ultimately Excellerate the quality, safety and effectiveness of clinical care. His work has taken him all over the hospital, from the emergency department to the operating room. Fodera is presently leading a hospital-wide initiative focused on improving OR turnaround time across multiple surgical disciplines. Fodera holds a Master of Engineering in healthcare systems engineering and Bachelor of Science in biochemistry from Lehigh University. He is also an ASQ Certified Six Sigma Black Belt and he holds a Lean Healthcare Certification from Denver Health Lean Academy.
Allan Frankel, MD
Chief Executive Officer
Safe & Reliable Care
Dr. Allan Frankel is an internationally recognized high-reliability expert with a deep focus on leadership and culture change. Over three decades, Frankel has assessed more than 1,000 organizations and trained and certified more than 3,000 healthcare leaders and managers in safety and reliability. As senior faculty for the Institute for Healthcare Improvement and the Intermountain Advanced Training Program, Frankel has designed and led published efforts to transform national health systems, large health plans and integrated care delivery systems in North America, Great Britain, Scotland, Hong Kong and the Gulf Region. Frankel’s career in high reliability has been highlighted by several innovations and contributions to the field, such as co-development of surveys, including the SAQ survey (1994); AHRQ/SOPS family of surveys (2002); SCORE High Reliability Assessment Tool (2014); Executive Healthcare WalkRounds (2001); Global Trigger Tool to measure all cause harm (2003); and LENS high reliability huddle boards (2016). Frankel continues to serve as a senior advisor for reliability and safety for the Military Health System, Kaiser Permanente, Mayo Clinic, Veterans Health Administration and several other leading systems.
Clinical Systems Engineer
Brad Goodman partners with teams across NewYork-Presbyterian Hospital to Excellerate the safety, effectiveness and efficiency of care delivery processes. Service in support of meaningful causes has guided Goodman’s career decisions from the beginning. He initially served his country as an Army engineer officer training domestic and foreign forces, then transitioned to serving local government agencies to develop their IT strategy and capability before entering into healthcare to serve patients in their time of greatest need. Goodman has worked at both the strategic and operational level and bridged the gap between big picture ideas and the details of execution.
Linda R. Greene, RN, MPS, CIC, FAPIC
Director, Infection Prevention
UR Medicine-Highland Hospital
Linda Greene has 30 years of experience in infection prevention. She has authored or coauthored several peer review publications in nursing and infection prevention journals, textbook chapters and implementation guides. Greene has held various leadership positions in the Association of Professionals in Infection Control and Epidemiology, most recently serving as the 2017 president. She was managing editor and lead author for APIC’s new implementation guide, Prevention of Non-Ventilator Associated Pneumonia (AJIC May 2020). She serves as national faculty for several national healthcare associated infections reduction projects.
Patient Experience Coach
Mount Sinai Beth Israel
Diana Grillo joined Mount Sinai Beth Israel in April 2020 with more than 15 years of experience in the healthcare field. She is currently coaching leaders across disciplines on developing and sustaining a psychologically safe work culture. She has a background in clinical social work, program development and quality. Grillo specializes in mental health and wellness support, data analysis and interpretation and training clinical and non-clinical staff on new skills sets. She has worked with children and adults in inpatient and outpatient hospital settings as a social worker and an advocate, consistently bringing the patient voice to the forefront of new initiatives.
Shelcy Kamrud, MBA
Manager, Process Improvement
Mount Sinai Morningside
Shelcy Kamrud teaches introductory and intermediate Lean courses to hospital staff. She also provides coaching in Lean leadership skills to managers and directors as they use daily management in their departments. Kamrud previously implemented Lean and continuous improvement strategies at Allina Health, one of the largest health systems in Minnesota. Prior to transitioning to healthcare, Kamrud learned the principles of Lean while working as a manager at Starbucks as the corporation began its Lean journey. She has a Master’s of Business Administration from the Carlson School of Management, with emphasis in operations and medical industry leadership.
Director, Process Improvement
Mount Sinai Morningside
Kim Keller leads process improvement events with multidisciplinary teams throughout the hospital and teaches introductory and intermediate Lean courses to staff. She also provides coaching in Lean leadership skills to managers and directors as they use daily management in their departments. Prior to transitioning to healthcare, Keller worked in nonprofit management. As the director of member services at the Food Bank for New York City, she worked with the Toyota Systems Support Center to Excellerate efficiency and access to services at food pantries and soup kitchens throughout the five boroughs.
David Lent, DNP, RN, CNL, NEA-BC, CCRN-K, PCCN-K
Outcomes Manager, Adult Critical Care
UR Medicine-Strong Memorial Hospital
David Lent became a nurse in 2004 and has assumed various nursing roles throughout his career. In 2012, Lent earned a master’s degree in healthcare organizational management and leadership and continued to develop his skills as manager of a medical intensive care unit. After transitioning onto the senior leadership team, he continued his education at the University of Rochester School of Nursing, first earning a post-master’s certificate as a CNL and then completing his DNP in 2020. He holds multiple clinical certifications from the American Association of Critical-Care Nurses, the nurse executive advanced certification from the American Nurses Credentialing Center and has presented extensively on resuscitation practices and performance improvement projects across the country.
Heidi Leonard, BSN, RN, CAPA/CPAN
Senior Level III, PACU/Perioperative Flex Team
University of Rochester, Strong Memorial Hospital
Heidi Leonard is a results-oriented, energetic leader with 23 years of experience in pediatrics, emergency and perioperative healthcare. She has a desparate passion for perioperative nursing and holds certifications as a certified post anesthesia nurse, certified ambulatory perianesthesia nurse and pediatric emergency assessment, recognition and stabilization instructor.
Leonard pioneered and implemented a unique perioperative flex team model that has enjoyed outstanding success and growth over the first year of its implementation. Her focus on staff satisfaction and patient outcomes has helped to propel this multifunctional team forward, providing viable solutions to nurse staffing shortages.
Jennifer LoGiudice, MBA
Vice President, Women's and Children's Health Service Line
Catholic Health (Long Island)
Jennifer LoGiudice has been employed by Catholic Health since 1997 serving a variety of roles across multiple settings, including acute hospitals, continuing care and corporate. In addition, she oversees the medical staff credentialing office, which has nearly 30 staff members, and is responsible for the processing of credentialing and reappointments of nearly 5,000 providers. She is also a trainer for Catholic Health’s “Robust Process Improvement” courses. In 2020, she earned her Doctorate of Business Administration from Baker College, where she now serves as adjunct faculty for its Master of Business Administration program, teaching Healthcare Administration courses.
Lisa J. Massarweh, DNP, RN, NEA-BC, CPHQ, CCRN-K
Senior Vice President and Chief Nursing Officer
Albany Medical Center
Lisa Massarweh’s background spans from academics to service. She comes to New York from Kaiser Foundation Hospitals in northern California, where she interfaced with the 21-hospital system leading and managing complex financial and staffing projects. Previously, she has held chief nursing officer positions at Kaiser Foundation Hospital Walnut Creek, Kaiser Foundation Hospitals East Bay and Contra Costa Regional Medical Center. She led the pre-licensure nursing program as assistant professor and director of nursing at Kent State University in Ashtabula, Ohio before moving to California. Massarweh is published in Nursing Economic$, Nurse EducatorNurse Leader and Nursing Management and funded to study critical thinking in pre-licensure students. She holds a doctoral degree in nursing with a focus on executive leadership, a master’s degree in nursing administration from Gannon University and is nationally certified in critical care nursing, nursing administration and healthcare quality. Massarweh completed fellowships through the Robert Wood Johnson Foundation for Executive Nurses, the National Association of Public Hospitals and Health Systems on Safety and Quality and the Institute for Healthcare Improvement’s Patient Safety Officer Program. Her passion is to Excellerate care and care delivery with inquiry, critical thinking and life-long learning. Professional memberships include: American Organization for Nursing Leadership, American College of Healthcare Executives and New York Organization of Nurse Executives and Leaders.
Allison Norenberg, MSc
Manager, Performance Improvement
UR Medicine–Highland Hospital
Allison Norenberg joined UR Medicine–Highland Hospital as a performance improvement project manager in February 2020. Prior to this role, she worked at the University of Chicago Medicine, where she managed the development and daily operations of innovative programs at the intersection of graduate medical education, quality, safety and the learning environment. Norenberg earned her Master of Science in public policy and global health from Durham University in England in 2017. During her studies, she held a research assistantship with the University’s Centre for Public Policy and Health, a World Health Organization Collaborating Centre on Complex Health Systems Research, Knowledge and Action. She also has a Bachelor of Science degree in kinesiology and health from Miami University.
Beth Oliver, DNP, RN
Chief Nurse Executive and Senior Vice President, Cardiac Services
Mount Sinai Health System
Beth Oliver is responsible for the practice of nursing across the health system and collaborates with the senior executive team as well as chief nursing officers throughout Mount Sinai. A nationally recognized cardiovascular leader, Oliver has fostered and supported evidence-based, patient-centered care throughout her career. As chief nursing executive, her top priorities are ensuring the safety and quality of care for patients, supporting and advancing the professional development of nurses, transforming the care provided around the needs of patients and communities and partnering on Mount Sinai’s transition from volume to value. For more than 28 years, she has been a transformational cardiac nurse leader at Mount Sinai, most recently serving as senior vice president of cardiac services for the health system, in which she led cardiovascular service line strategy and operations while also ensuring the delivery of quality care to Mount Sinai heart patients. Oliver received her Master of Science degree from Columbia University and her DNP from Case Western Reserve University.
Ann Marie Pettis, RN
Director, Ambulatory Infection Prevention
UR Medicine&dash;Highland Hospital
Ann Marie Pettis has more than 30 years of experience as an infection preventionist with expertise primarily in acute and ambulatory care. She has published articles in peer reviewed journals, as well as trade publications and lectured locally, nationally and internationally. Pettis has served as both president and legislative representative for her local APIC chapter and served in a variety of voluntary and elected positions for APIC National. She is a fellow of APIC and is currently president for APIC national.
Associate Director, Patient Experience and Engagement
Mount Sinai Downtown
Nicole Porto drives Mount Sinai Health System’s patient and family engagement strategy. She joined Mount Sinai in 2017 as a patient experience improvement coach and worked with leaders across the health system around leadership skills development, employee engagement, storytelling and ensuring an exceptional patient experience. Having recovered from a life-threatening illness in 2013, Porto discovered her passion for patient experience while a patient at Stanford Healthcare in Palo Alto, CA. She was a highly visible member of the Patient and Family Partner Program there and felt so passionately about the work that in 2019, she co-launched a similar program at the Mount Sinai Health System alongside the vice president of service excellence.
Donna Powers, DNP, MPA, RN, CSSMBB
Performance Improvement Specialist
Catholic Health (Long Island)
Dr. Donna Powers is responsible for leading the implementation of robust process improvement principles and practices including Six Sigma, Lean and change management to Excellerate operational and clinical quality. She has more than 45 years of combined experience in clinical nursing, nursing administration, patient throughput and performance improvement science.
Powers holds a Doctor of Nursing Program from Case Western Reserve University, a Bachelor of Science in nursing from Hunter College – Bellevue School of Nursing and a Master’s of Public Administration from Long Island University. She received national certification as a Six Sigma Master Black Belt from Air Academy Associates.
Shria Raghunathan, MHA
Process Improvement Facilitator, Health System Operations
Mount Sinai Health System
Shria Raghunathan is focused on creating daily management structures and building a culture of continuous improvement at Mount Sinai Beth Israel. She has worked on a number of process improvement projects focusing on throughput within the obstetrics and medicine service lines. Raghunathan is committed to creating an environment in which all members of the organization feel empowered to surface and solve problems. She earned her Bachelor of Science from the University of Michigan and her Master of Healthcare Administration from the Columbia University Mailman School of Public Health.
Majed Refaai, MD
Professor of Pathology and Laboratory Medicine
University of Rochester Medical Center
Dr. Majed Refaai is the director of the thrombosis and hemostasis lab, associate director of the transfusion medicine/blood bank and associate director of the clinical laboratory department at Strong Memorial Hospital in Rochester. He has an appointment in the internal medicine/hematology department at Strong Memorial Hospital as an associate director of the therapeutic apheresis unit. Refaai is also an associate director of the pathology residency program at the University of Rochester Medical Center and the director of transfusion medicine fellowship. He received his medical degree from the Aleppo University School of Medicine in Syria. He then joined Massachusetts General Hospital/Harvard University in Boston as a research fellow in a special coagulation research lab. Refaai completed a residency in clinical pathology at the Washington University School of Medicine in St. Louis and held a fellowship in transfusion medicine at the University of Texas Southwestern in Dallas. His research focuses on the in vitro and in vivo effects of ABO antibodies on platelet function, coagulation and endothelial cell function. He is also involved in clinical trials of emergency reversal of coagulopathy, as well as treatments for deep vein thrombosis and thrombotic thrombocytopenic purpura. Refaai has more than 100 peer-reviewed published articles and about 13 book chapters.
Mary K. Rogers, DNP, MPA, RN, CSSMBB
Assistant Nurse Manager
UR Medicine–Strong Memorial Hospital
Mary Rogers’ 28 years of nursing experience have been mostly in critical care and PACU. She received her Bachelor of Science in nursing from the University of Rochester and is CPAN and CCRN certified.
Suzete Soares-McKenna, CPCS
Catholic Health (Long Island)
Suzete Soares-McKenna started her career in the healthcare industry in 1993 with Good Samaritan Hospital in West Islip. While she has covered many roles in her 20 years with Good Samaritan Hospital, she was transferred to the credentialing department in 2011. Soares-McKenna has spent the past 10 years gaining experience in protocols and regulations of medical staff credentialing. She is a certified provider credentialing specialist and applies this knowledge as director for Catholic Health central credentialing processing services. Soares-McKenna is responsible for all aspects of processing initial credentialing applications, reappointment applications, management of expirables, delegated credentialing and mini credentialing for all referring physicians at 10 Catholic Health facilities. She oversees nearly 30 staff and is responsible for the management of 4,500 physicians.
Omar Tageldin , MD, MBBCh
Fellow, Gastroenterology and Hepatology
Albany Medical Center
Omar Tageldin recently completed his internal medicine residency and received the Distinction in Quality and Leadership. He grew up in Cairo, Egypt, where he received his medical degree from Ain Shams University.
E. Kate Valcin, MSN, RN, NEA-BC, CNL, CCRN
Director, Adult Critical Care
UR Medicine–Strong Memorial Hospital
Kate Valcin has held multiple leadership roles in critical care, including assistant nurse manager and nurse manager of the medical intensive care unit. After seven years as a nurse manager, Valcin moved into the director role in 2015. Her role and mission can be categorized into two areas: keep patients safe and staff engaged. She spends much of her time working with staff to promote the pillars of a healthy work environment and to prevent hospital-acquired conditions. During the COVID-19 pandemic response, Valcin was a key leader in the expansion of ICU capacity to care for the COVID-19 surge. She partnered with provider leadership to host weekly open forums for staff where current data and care protocols were reviewed, potential future changes were discussed and staff had the opportunity to ask questions and share concerns directly with hospital leadership. As the COVID-19 census stabilized, Valcin directed focus on the emotional and social needs of staff, implementing wellness assessments, sharing resources with staff and providing opportunities for debriefing and feedback.
Courtney B. Vose, DNP, MBA, RN, APRN, NEA-BC
Vice President and Chief Nursing Officer
NewYork-Presbyterian/Columbia/Allen Hospital/Ambulatory Care Network-West and Assistant Professor, Clinical Nursing, Columbia University School of Nursing
Courtney Vose received her Bachelor of Science in nursing from Indiana University of Pennsylvania. She received her Master of Science in nursing and became a certified registered nurse practitioner at Temple University. Vose successfully completed the Penn State University Leadership Course and the Wharton Nursing Leaders Program at the University of Pennsylvania. She achieved her Master of Business Administration at DeSales University where she also obtained her Doctor of Nursing Practice in executive leadership in June 2016. Vose is an active member of the Sigma Theta Tau International Honor Society of Nursing and Delta Mu Delta International Honor Society. She is the president ex-officio and past treasurer to the Pennsylvania Eastern Regional Organization of Nurse Leaders, and completed a two-year term on the board of directors to the Pennsylvania Organization of Nurse Leaders. Vose recently served as the co-chair of the education committee for the New York Organization of Nurse Executives and Leaders, where she also served as ex-officio on the board of directors. She was recently elected to the Capital Blue Cross Board of Directors. Vose serves as a leadership and research preceptor to nurses at numerous universities, including New York University and Columbia University. Vose has advanced nursing practice through numerous publications, oral and poster presentations at regional, national and international meeting.
Lucy Xenophon, MD, MPH
Chief Transformation Officer
Mount Sinai Morningside
Lucy Xenophon joined the executive team at Mount Sinai Morningside in 2014 as chief transformation officer. In addition to her senior leadership responsibilities, she directs a team in the MSM Lean Learning Lab, the first such lab in the Mount Sinai Health System. Her team works with leadership, middle managers and frontline staff to design healthcare delivery workflows and processes that remove waste and Excellerate value for patients and staff. Xenophon was the idea architect for the first Daily Management and Incident Command Center for the Mount Sinai Health System – a space where real-time electronic dashboards drive daily collaborative decision making, enable sharing of resources across the health system and provide key information for emergency management teams. Xenophon began her medical career as a diagnostic radiologist with fellowship training in CT, MRI and sonography. She trained and worked in the Northwell Health System and served as the director of performance improvement for the department of radiology at Long Island Jewish Hospital. Immediately prior to her arrival at MSM, Xenophon directed the first Lean Lab at NuHealth, a safety-net hospital on Long Island. She graduated summa cum laude from the Sophie Davis School of Biomedical Education and earned her medical degree from New York University School of Medicine. She is board certified in both internal medicine and diagnostic radiology and holds a master’s degree in health management and policy from Columbia University Mailman School of Public Health.
Sang Won Yoon, PhD
Professor, Systems Science and Industrial Engineering
Thomas J. Watson College of Engineering and Applied Science, State University of New York at Binghamton
Sang Won Yoon received his doctoral degree from the school of industrial engineering at Purdue University. He joined the faculty of Watson College in the department of systems science and industrial engineering at SUNY Binghamton in 2010. Yoon received the SUNY Chancellor’s Award for Excellence in Scholarship and Creative Activities in 2019 and is a highly successful researcher who leads many productive, long-term, industry collaborations. He directs the complex system design and analysis laboratory and is a faculty member of the Watson Institute for Systems Excellence. He has conducted various healthcare projects sponsored by United Health Services, Montefiore Medical Center, Virtua Health, Upstate Medical Center and LiveOnNY. He has also worked on other data analytics, simulation and optimization projects with many industry partners, such as Analog Devices, Samsung, Sanmina SCI, Koh Young Technology, Raymond, Toyota Material Handing, Xerox, Innovation Associates, Bennett Distribution Services and U.S. Xpress.
Fri, 21 Jan 2022 06:21:00 -0600text/htmlhttps://www.hanys.org/events/hilnny/speakers/Killexams : Kymanox Announces First Fellow Position
New Position of Honor for Distinguished Kymanox Clinical and Regulatory Affairs Lead
Izi Bruker, PhD, MPH, ASQ
Boston, Massachusetts and Morrisville, North Carolina, USA, July 28, 2022 (GLOBE NEWSWIRE) -- Kymanox Corporation (“Kymanox”), a professional services company exclusively serving the Life Science industry, announced today that Izi Bruker, PhD, MPH, ASQ has been named as the first Fellow of Kymanox. This highly distinguished honor is reserved for professionals who are at the very pinnacle in their field and who are regarded as one of the most advanced subject matter experts amongst peers.
Bruker has over 30 years of experience in product development, quality and compliance, and regulatory and clinical affairs, including 17 issued patents. He has led industry leading teams in the areas of orthopedics, sports medicine-arthroscopy, ophthalmology, and general surgery. His expertise encompasses compliance with US and EU regulations for medical devices and combination products, development of guidelines for evidence-based medicine, technology landscape analysis, strategic planning, due diligence, auditing, and project management.
This promotion to Fellow will allow more clients and more Kymanox employees to access Bruker’s knowledge, wisdom, and overall expertise in the areas of Clinical Affairs, Regulatory Affairs, Quality Assurance, and Risk Management.
“Dr. Bruker, as our first Fellow, will support Kymanox as we grow and professionalize the business – and will allow us to better achieve our corporate vision,” said Stephen M. Perry, CEO and Founder at Kymanox. “And all of this translates to getting transformative modern medicines to patients in need.”
Bruker has a PhD in Chemical Engineering from the University of Wisconsin and an MPH from Harvard School of Public Health. Prior to joining Kymanox, Bruker was Vice President of Research and Development at both Johnson & Johnson and Novartis.
To learn more about how Kymanox can help you with your complex life science engineering challenges, contact us at email@example.com or visit www.kymanox.com today.
About Kymanox: Kymanox is a life science professional services organization that offers engineering, scientific, compliance, and project management support to companies exclusively in the biotechnology, pharmaceutical, medical device, and combination product industries. With its diverse team of experts, Kymanox helps clients navigate commercialization challenges that arise throughout a product’s life cycle – from early development to post-market – with optimized safety, quality, efficacy, and accessibility. Kymanox was founded in 2004 and is headquartered in Morrisville, North Carolina USA. For more information, please visit www.kymanox.com.
CONTACT: Kevin C. Brown Kymanox 2244061730 firstname.lastname@example.org
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