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A methodical approach exists based on the Shaw patented method - Customer-Inspired Process Deployment®. The methodology starts with how an external customer experiences your organization and creates the structure of your organization as an assemblage of processes. This approach will most likely look quite different than your traditional organization chart. In fact, the organization chart really has little to do with how work gets done, in most cases. 

Varying the types of skills you work on in practice sessions engages a different part of the brain than the one you use when focusing on a single task, researchers say. The finding explains why variable practice improves the brain's memory of most skills better than working on just one type of task, according to the research team from the University of Southern California and the University of California, Los Angeles.In their study, published online recently in Nature Neuroscience, the investigators divided 59 volunteers into different groups. Some were asked to practice a challenging arm movement, while others did the arm movement and related tasks in a variable practice structure.The participants in the variable practice group learned the arm movement better than those who practiced only the arm movement, the study authors found.Among those in the variable practice group, the process of consolidating memory of the skill engaged a part of the brain called the prefrontal cortex, which is associated with higher level planning. Among those who practiced only the arm movement, the engaged part of the brain was the primary motor cortex, which is associated with simple motor learning, the authors explained."In the variable practice structure condition, you're basically solving the motor problem anew each time. If I'm just repeating the same thing over and over again as in the constant practice condition, I don't have to process it very deeply," study senior author Carolee Winstein, a professor of biokinesiology and physical therapy at the University of Southern California, said in a university news release.

This ethnographic study investigates how a project group deals with the contradiction between distributed knowledge in boundary-spanning collaborative processes and the expectation that software systems will provide unified, codified knowledge. Group and individual activities were observed over a period of 18 months, to examine the ways knowledge was presented, recognized, shared, or otherwise managed during joint design of business process and IT systems change. The study explores how knowledge and expertise were translated across organizational boundaries, and identifies four stages in the development of group understanding of how to manage sensemaking and expertise across knowledge boundaries: focus on defining shared goals; acknowledging and sharing tacit knowledge about organizational practice; identifying external influences; and explicit knowledge generation.

For Nonaka (1991) tacit and explicit knowledge are not separate but mutually complementary entities.  They interact with each other in the creative activities of human beings.  Nonaka calls the interaction of these two forms of knowledge the knowledge conversion process. This conversion process consists of four stages: socialization, externalization, combination and internalisation. 

Sankey diagrams are a specific type of flow chart, in which the width of the arrows is shown proportionally to the flow quantity. They are typically used to visualize energy or material transfers between processes. The flow arrows can be color-coded to indicate the type of the flow (energy, mass, costs, etc).

New Technology Evaluation and Implementation Hospitals and healthcare systems are under greater pressure than ever to improve patient care, increase staff satisfaction, control or reduce costs, and meet insurance and government regulations and live up to industry watchdog best practices. To help meet these demands, providers must continue to implement new technology as part of the solutions or risk obsolescence.

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Obstacle Planning at Corps, Division, and Brigade Levels Commanders and staffs consider the use of obstacles when planning offensive, defensive, and retrograde operations. This chapter describes obstacle planning as it applies at corps, division, and brigade levels. At these levels, concentration is on granting obstacle-emplacement authority or providing obstacle control. At corps and division level, commanders focus on developing obstacle zones and restrictions. At the brigade level, commanders focus on developing obstacle belts and restrictions. At all three levels, commanders may plan obstacle groups, but this is rare.

We provide web-based tools and consulting services to support organizations and consultants. Our purpose is to help teams make decisions based on shared data, resulting in increased alignment and faster implementation.. Here are several standard organization needs, and how we can add value to your work   Your need Our value-add Surveys Shared results lead to group learning. Identify your areas of strength and weakness. Meetings Interactive meetings provide opportunities for buy-in and for gathering the group's intelligence. Hear from everyone.   Brainstorm or Delphi process Create better solutions and build improvement by using fast-cycle brainstorming to increase group understanding.

STAN (short for subSTance flow ANalysis) is a freeware that helps to perform material flow analysis according to the Austrian standard ÖNorm S 2096 (Material flow analysis - Application in waste management).

Sankey Helper v2.4 helps you design Sankey diagrams from Excel data ... in Excel !

Intro What is a Sankey-Diagram? References Demo version Full version   Know-How Games Software Recommendations Pinchleni Software   What is a Sankey-Diagram? A Sankey diagram is a graphic illustration of flows, like energy, material or money flows. Usually the flows are illustrated as arrows. The width of the arrows is proportional to the size of the represented flow. Sankey diagrams are a better way to illustrate which flows represent advantages and what flows are responsible for waste and emission

Primary care practices typically measure productivity according to the number of visits, which also drives payment.

Several studies have estimated the amount of time that primary care physicians devote to nonvisit work.1,2 To provide a more detailed description, my colleagues and I used our electronic health record to count units of primary care work during the course of a year.

Greenhouse Internists is a community-based internal medicine practice employing five physicians in Philadelphia. In 2008, we had an active caseload of 8440 patients between 15 and 99 years of age.

Lawrence Aldrich President and Chief Executive Officer (CEO) Larry Aldrich is an attorney with over 25 years of proven leadership abilities in diverse business positions. As President and CEO he is responsible for various corporate departments at UPH, including Legal/Risk, Information Systems, Electronic Medical Records, Marketing/Business Development/Contracts Administration and Facilities. Prior to joining UPH, Larry was the founding Chief Operating Officer at The Critical Path Institute (C-Path), a non-profit medical research organization focused on improving the safety and efficacy of the drug development process through the U.S. Food and Drug Administration. He also served as the president and CEO of Tucson Newspapers. Larry received his law degree from Tulane Law School and his civil engineering degree from Georgia Institute of Technology.