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Green Productivity Tools and Techniques
Published in Guttila Yugantha Jayasinghe, Shehani Sharadha Maheepala, Prabuddhi Chathurika Wijekoon, Green Productivity and Cleaner Production, 2020
Guttila Yugantha Jayasinghe, Shehani Sharadha Maheepala, Prabuddhi Chathurika Wijekoon
Checklists are used for the inspection or monitoring of processes to assure all requirements have been met. This helps to reduce the variability between two inspection processes and to provide an effective, solid framework for assessment processes (Johannson, 2005). Commonly, checklists consist of a series of questions or verification points that must be monitored. Checklists should be developed for: Maintenance activitiesMonitoring activitiesChanging equipmentChanging processes or operations
Safety and Quality Improvements with SGRT
Published in Jeremy D. P. Hoisak, Adam B. Paxton, Benjamin Waghorn, Todd Pawlicki, Surface Guided Radiation Therapy, 2020
Hania A. Al-Hallaq, Bill J. Salter
The aviation industry has successfully used checklists to improve safety.15,28 Subsequently, this strategy has been adopted in healthcare. For manual procedures such as surgeries, checklists have been shown to be a valuable alternative that can impact outcomes and patient survival.29 Based on these positive results, RT has likewise adopted the use of checklists, including time-outs. Checklists are intended to slow down the human operator(s) while performing a highly technical process to ensure that no omissions have been made and adequate communication has occurred.15 For example, these strategies are particularly useful to verify patient identity, the laterality of the treatment site, the presence of a cardiovascular implantable electronic device prior to imaging/treatment, and the intended dose to be delivered. Because checklists rely on verification by the human user, errors may still arise due to inattention, disengagement, or miscommunication.5,15 However, when layered with other safety strategies, checklists have proved to be useful and are currently recommended by professional societies such as American Society of Radiologic Technologists (ASRT)30 and American Association of Physicists in Medicine (AAPM).5,15
What Is It about Checklists? Exploring Safe Work Practices in Surgical Teams
Published in Corinne Bieder, Mathilde Bourrier, Trapping Safety into Rules, 2017
Sindre Høyland, Karina Aase, Jan Gustav Hollund, Arvid Steinar Haugen
The literature on checklists is steadily growing within health care, often referring to the success of using checklists within aviation and other high-risk industries (Hales et al. 2008, Verdaasdonk et al. 2009). The advantages of checklists in high-risk industries are documented in ways like ‘Checklists have proven effective in various aspects of performance improvement and error prevention and management’ (Hales and Pronovost 2006). Within aviation, checklists are a commonality, often included as part of most obligatory procedures (Hudson 2003). Checklists are even defined as part of ICAO’s (International Civil Aviation Organization) regulation of safety: Checklists are an integral part of standard operating procedures (SOPs). Checklists depict sets of actions relevant to specific phases of operations (engine start, taxi, take-off, etc.), that flight crews must perform or verify, and that relate to flight safety. Checklists also provide a framework for verifying aircraft and systems configuration that guards against vulnerabilities in human performance. (ICAO PANS OPS, Doc. 8168)
Towards the next generation of LMRA instruments: the influence of generic and specific questions during risk assessment
Published in International Journal of Occupational Safety and Ergonomics, 2021
Wouter M.P. Steijn, Dolf van der Beek, Jop Groeneweg, Anne Jansen, Wieke A. Oldenhof, Ingrid Raben
During our experiment we accidently replicated a known phenomenon from the actual work practice concerning the implementation of LMRA, namely, that the application is limited. In our experiment we quickly discovered that a great portion of the participants did not make use of the offered question set. It is important to realize that in operational environments, many work activities (and associated risk factors) will be more or less the same every day. This could inhibit frequent conscious use of LMRA in practice because of the resulting repetitive nature of its application [24–26]. This implies that, aside from improving the contents of LMRA, an important challenge also lies in increasing the utilization of the tool itself. One solution could be the digitalization of the tool, making it more accessible and easy to use on the shop floor. Other solutions could be found in gamification theory to make the tool more attractive to employees. A recent study [27], e.g., identified several ways in which the use of checklists can be improved, including making the checklist context specific and integrating the checklist in day-to-day practice.
Benefits of adopting lean production on green performance of SMEs: a case study
Published in Production Planning & Control, 2018
Amine Belhadi, Fatima Ezahra Touriki, Said El Fezazi
In the first step, the internal and external set-up operations were not distinguished yet. In this view, the following step of SMED methodology indicates that after understanding the set-up operations, it is essential to separate internal and external operations. To do that, checklists have been used to include all necessary information about set-up tasks and operations. This helped to collect correct information about the set-up operations before trying to differentiate them as internal or external. Before proceeding to the next stage, an evaluation of the transportation method should be performed. The aim is to reduce the time required for moving the parts, components and accessories before starting the actual set-up phase. The third stage of SMED is converting the internal set-up to external operations. Table 9 summarises the study and the conversion of internal operations to external operations. Note that the changeover time only needs to consider the time taken for internal operations because the external operations were performed at the same time while the foundry furnace is running. Consequently, it can be widely observed that the conversion of preheating to 320 °C and provision of the hoist will help to reduce considerably the changeover time from 1920s (32 min) to 620 s (10.33 min).
Determining which of the classic seven quality tools are in the quality practitioner’s RCA tool kit
Published in Cogent Engineering, 2023
The term checklist is sometimes used to describe a version of the check sheet, which is a list of steps, operations, or tasks to perform. This serves as either a reminder that something must be done or a verification that it was done (Blank, 2014). Chakravorty (2016) presents an example of this type of check sheet when describing a jet repair operation that was frequently plagued with aircraft moving forward in the repair process with unfinished operations. The on-time delivery of aircraft increased from 31.3% to 93.2% with the introduction of checklists to ensure all operations are carried out before an aircraft leaves a repair station.