Eight Step Road Map for Successful Six Sigma Implementation

Before I get into the road map for successful implementation of Six Sigma, let me start with a question here. Is your organization ready to implement Six Sigma?

If you weighed your pros and cons and believe that Six Sigma will help you in organizational excellence, then you are ready.

Here are eight steps for successful Six Sigma implementation.

Step One: Burning Platform and Shared Vision

In order to implement or even think about implementing Lean or Six Sigma methodologies, we need to have a burning platform. The burning platform could take several forms: "We are suffering huge quality losses and it accounts for more than 45 percent of our costs,” “our competitors are gaining our market share every quarter by 12 percent,” etc. Without a burning platform like this, organizations seldom have the motivation to implement TPS (Lean) or Six Sigma or TQM or any continuous improvement initiative.

Many are cynical about implementing Six Sigma. They'll ask: Why Six Sigma? Why Quality? Why Process Excellence? It does not help, so why do we need to do this? Often we in the Six Sigma fraternity have to meet and manage such cynics, and the only way to counter this pushback is to have a common vision across the organization, such as, “If I had a choice I would like to be best rather than biggest.”

Let me tell you how a seemingly small e-mail from a software programmer leads to a common standard across the whole of IBM; this is just an example of having a common understanding or vision across an organization.

Louis Gerstner, former Chairman of IBM, normally received almost 100 e-mails a day from employees at various levels. One day, a software programmer sent him an e-mail detailing the complicated system of internal procedures required to obtain software from another division. “Going through that much bureaucracy for a $100 IBM product is ludicrous,” wrote the programmer.

This was brought up during the next meeting, and a couple of days later a message went out from the chairman stating, “Henceforth it will be our policy to share with our colleagues enthusiastically and without added cost whatever we develop.”

Now having said that, I want to be best rather than biggest; how do I spread this vision, which is the first step in successful implementation? Let me start this with what we did in our company. When we started our journey, the Process Excellence team wanted to make Six Sigma a great success, so we ensured that the CEO was the first person in the company to understand Six Sigma and to be trained on the methodology.

With this task accomplished, everything else started falling in place since Six Sigma became a vision across the organization. Hence to drive organization vision and value across our workforce, customers, partners and suppliers, we needed to have our key leadership aligned towards a common vision. This ensures that the organization environment is amenable to change and able to drive change, leveraging innovation and technology as the key tools.

Lastly, we need to take action to attain our vision; this ensures that we gain visibility and strong support from leadership. Leadership sponsors ensure we meet our organization vision, thereby attaining excellence.

Step Two: Resources

Now let me get into step two of success. It’s pretty simple: You pay peanuts and you get monkeys, and your entire Six Sigma plan is heading towards disaster.

This is true to any resource. As Robert Bosch says, “He has lots of money since he pays good wages.” Do not hesitate to hire the right resource at the right price. This is applicable to any resource, be it man, material or technology.

Resources alone do not help us in ensuring we are successful… we need to deploy them as a team, and this team should act as a change agent. As an organization we must emphasize empowering the team to carry out the initiatives, and hence we need domain expertise and knowledge.

Let me share a personal example on selection process. We had finalized a candidate for a Black Belt position in our customer service process. During my interview I asked him, “What was the most wonderful experience in your life,” for which he replied, “The six months I spent working in a farm with no people, no telephone and no tension.”

Here is a candidate who was saying he wanted no connectivity, and we were looking to hire him for a customer service-oriented position. I ran to my boss and told him he might not fit in, but the damage was already done; he was hired, but he left within three months. The point I am trying to make is it’s not only money but also the fit of the resource which matters.

We need to take care of our resources both in terms of wages and also the resource fit and commitment to implementing the shared vision.

Step Three: Teach

As the proverb says, if you give a man a fish he'll eat for a day, but if you teach a man to catch a fish he'll eat for a lifetime.

For Six Sigma to survive for a lifetime, we need to teach, or rather train, our resources to be powerful change agents. This can be attained by ensuring our leadership team is 100 percent trained as well as our grass root level team.

Hence, any amount of Six Sigma Yellow Belt,Green Belt, or Black Belt training is good to increase organizational awareness and to increase our QDNA. Ultimately, success lies in implementing at the grass root level, and for training it’s absolutely necessary that the resource has good mentoring skills. There is also a saying, “You can lead a horse to the water, but cannot make it drink.” So the resources identified for training should be the right resources and should share the organization’s shared vision.

Step Four: Prioritize
 
You have a vision, which has ensured you get the right resource, and now that you have organization-wide awareness at the top and at the grass root level, next comes the prioritization.

Have we listened to our customer? Is it linked to our business goals? Have we done a thorough CTQ tree analysis is what we need to first ensure that we do?

We need to learn what to overlook and where to take risk, and the question here is how good we are in terms of risk mitigation and expectation management in terms of meeting the key expectation of our organization’s goals.

Step Five: Ownership

With ownership comes empowerment and a sense of pride, and here integrity plays a key role that ensures that we have team commitment, accountability and engagement. Just like the golden rule for real estate is “location, location, location,” the Golden Rule for a Six Sigma Black Belt is “relationship, relationship, relationship.” This is the key for success in terms of driving commitment, accountability and engagement since it ensures proper ownership in the whole process.

Step Six: Measurement

Creating a measurement system ensures a proper baseline. To ensure that we achieve a set target, we must have an objective decision making analysis of variation.

The key for measurement is to get to the cost of quality right. When I had just completed my engineering degree and was working as a trainee engineer in an engineering firm, I was posted to the field warehouse to take stock of all the nuts, bolts and other parts, and now I was in a situation where I thought, “Hey, what I am I doing here? If I start counting each and every nut I will be spending weeks doing this task, which is not a right way to measure.” I did not want to spend weeks doing this since I would not learn anything, so I devised a way to count the nuts and bolts by working on a system of weighing the parts in large batches and converting the same into units. When my manager found out I took only a fraction of the time to count from the earlier method that had been followed for years, I was moved to field engineering, and I went on to handle the complete field quality within six months.

“What can’t be measured cannot be improved,” but we need to devise a right way to measure to ensure we are on a faster pace to achieving objective decision making. Having too many measures on our scorecard shifts our attention away from the critical few. We need to identify and measure the key leading indicators instead of measuring the many lagging indicators (which is a pitfall most organizations fall into!).

Step Seven: Governance (Review)

The key to project or program sustenance is to have a proper (required) governance structure. Improper governance/poor governance/too much governance can lead to the vision falling apart.

A business quality council at the top level of the organization can smooth and clear all hurdles; this would create synergy and also clear ways for adhering to timelines.

Proper governance would help us create a best practice sharing forum, which would help to replicate Six Sigma projects and would also highlight key challenges. Without governance (regularly scheduled productive meetings/reviews), course correction and guidance to the organization’s employees would be affected and ultimately the vision would be lost.

Step Eight: Recognition

Rewards and recognition plays a key role in ensuring that a Six Sigma team does not resign and renegotiate. Rewards and recognition are what create energy in the implementation system both at the top level and the grass root level and drives innovation throughout the organization.

Proper rewards and recognition ensures there is consistency in achieving excellent performance. Let me quote my personal example on reward and recognition at a grass roots level. During my days as a Quality engineer we got a note from one of our biggest customers whom we used to supply springs; they are one of the largest automobile manufacturers in India and we were supplying springs for them. The note was to reduce the price of our springs by 10 percent, and we were in a fix. We did everything possible. Many changes happened across the company; improvements ensured we could reduce the price by around seven percent but we still needed a three percent reduction. My boss who was a well know quality expert asked me to go to one of our key suppliers who supplied spring wires and work with the supplier to reduce the cost of making wires.

Let me tell you, the first day when I went for a meeting with the supplier we did a whole lot of talking for almost five hours, and guess who was there in the meeting? We had the engineering head, quality head, Operation and design chief. Every one talked and we came to the conclusion that price cant be reduced since we had to import the bearing, which we used to wind the wires and this used to wear out every month due to increased weight of the spring wires and we had to change them often increasing the manufacturing cost.

I went back and told my boss I had a brainstorming session, and we came to the conclusion we could not do anything. He was silent for some time. Then he asked who were in the meeting. I told him all the heads who attended. The moment I said that, he said, “You are stupid.” He asked if there was anyone in the room who was an operator or anybody who deals with the machine at the ground level. I said no.

He told me to go back again talk to the grass root level operators. I went back the next day and had a meeting with the operations team, which included a person whose job was just to shift the bundle of steel wires to stores. I made sure he was part of the brainstorming session. He said since we have the winding machine placed on the ground and the drawn cold wire winds on the winder, all the load of the wires gets onto the bearing. He asked us why don’t we have the winding machine installed from the ceiling so the wire load does not fall on the bearing but instead fall on the winder? Finally we did have a solution: The bearing that was wearing out in a month gave three months life, which eventually decreased the cost.

I still interact with this person; he has been promoted from a store operator to a foreman in the company. That’s recognition and he is still in the company..

Conclusion of the Eight Steps

In summary, the eight steps for successful Six Sigma implementation starts with having a clear vision (which originates from a burning platform), which ensures organizational alignment, By ensuring we hire the right resources (by not paying peanuts) we will have an organization-wide QDNA which will transform the organization into a productive, synergistic, continuously improving organization.

Complete awareness at both the top and grass root level, prioritization and ownership, a proper measurement system, and governance will be key for Six Sigma project implementation. Finally to conclude we need to ensure that the team is empowered and recognized so that we do not end up with resignation and renegotiation. 




Autor: L.okesh R

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Cost-effective health care

There have been dramatic changes in the last decade affecting what can be achieved in the management of musculoskeletal conditions, but for various reasons these benefits are not reaching all those who could profit.
The current provision of care for musculoskeletal conditions reflects the past and current priorities given to these common but chronic and largely incurable conditions.The high prevalence of these conditions, many of which do not require complex procedures or techniques to treat effectively, and the lack of specialists means that most care is provided in the community by the primary care team.
This contrasts with the lack of expertise in the management of musculoskeletal conditions in primary care, since undergraduate education in orthopaedics and rheumatology is minimal in many courses and few doctors gain additional experience whilst in training for primary care. In addition there is little training in the principles of management of patients with chronic disease when understanding
and support are so important in the current absence of the effective interventions we would like to offer. The increased prevalence with age results in an attitude that these problems are inevitable. The consequence of these factors is that the patient all too often gets the impression that they should “put up and shut up”, “learn to live with it” because “it is to be expected” as part of their age. Although developing coping skills is an essential part of managing to live despite having a chronic disease, it is a positive approach and not one of dismissal. A greater understanding by all clinicians, particularly in primary care, of the impact of musculoskeletal conditions and how to manage them is essential to attain the outcomes which are currently achievable by best clinical practice.
Secondary care is largely based on the historical development of the relevant specialities rather than by planning. Orthopaedics has largely evolved from trauma services but has undergone dramatic developments in the past 40 years with the development of arthroplasties. Rheumatology has evolved from the backgrounds of
spa therapy and internal medicine. Physical therapy and rehabilitation has strong links with the armed forces. Manual medicine has developed to meet the demand of soft tissue musculoskeletal conditions and back pain. The growth of alternative and
complementary therapies reflects the failure of interventions to meetthe patient’s expectations and the large numbers with chronic musculoskeletal conditions seeking a more effective and better tolerated, more natural intervention. The development of pain clinics and services for helping people cope with chronic pain reflect ways
of trying to help people manage the predominant symptom of musculoskeletal conditions.
Secondary specialist care is within the hospital sector in the UK but predominantly outpatient based, and inpatient beds have often been in the smaller older hospitals that provided the subacute or rehabilitation services – caring more than curative interventions.
There has been a trend over several decades for these smaller units to close and services to be concentrated in larger district general hospitals where there is enormous competition for the ever reducing numbers of beds for inpatient care. Many rheumatologists now train with little experience of inpatient facilities and therefore, for example, have little experience of what can be achieved by
intensive rehabilitation alongside intensive drug therapy to control inflammatory joint disease. Lack of hospital facilities is now causing difficulties with the parenteral administration of newer biological therapies.
The management of musculoskeletal conditions is multidisciplinary but the integration of the different musculoskeletal specialities varies between centres. Usually rheumatologists or orthopaedic surgeons work closely with the therapists but there is little integration of the medical specialities themselves and there are few examples of clinical departments of musculoskeletal conditions embracing
orthopaedics, rheumatology, rehabilitation, physiotherapy and occupational therapy, supported by specialist nurses, orthotics, podiatry, dietetics and all the other relevant disciplines. Hopefully this will change with time as part of the integrated activites of the “Bone and Joint Decade”.
The outcome of musculoskeletal conditions has altered greatly. For many musculoskeletal conditions there are now effective strategies for prevention, treatments to control or reverse the disease processes and methods of rehabilitation to minimise impact and allow people to achieve their potential. This is detailed in subsequent chapters but some examples are given. Trauma can be prevented in many
circumstances such as road traffic accidents, land mines and in the workplace if the effective policies are implemented.The management of trauma can now result in far less long term disability if appropriate services are available in a timely and appropriate fashion. It is possible to identify those at risk of osteoporosis and target treatment to prevent fracture. Treatment can also prevent the progression of
osteoporosis even after the first fracture, with drugs which maintain or even increase bone strength. Structural changes can be prevented in rheumatoid arthritis by effective second line therapy with recognition of the need for early diagnosis and intervention.
Osteoarthritis cannot yet be prevented but large joint arthroplasty has dramatically altered the impact that it has on ageing individuals who would have lost their independence. There have been major developments in preventing back pain becoming chronic. There have been major advances in the management of pain. Pain control can
now be much more effectively achieved with new ranges of effective and well tolerated drugs, and there have been advances in techniques related to a greater understanding of the mechanisms of pain and its chronification.
There remain many outstanding problems concerning the management of musculoskeletal conditions. There are many interventions in use for which there is little evidence to prove effectiveness. Many of these are complex interventions dependent on
the therapist, such as physiotherapy, or provision of social support and these are complex to evaluate. Evidence is, however, essential to ensure such interventions, if truly effective, are adequately resourced in the future.
Many, however, are not benefiting from the proven advances and
achieving the potentially improved outcomes. This is largely because of lack of awareness, resources and priority. These resources are not just money to pay for new expensive drugs but also the human resources of clinicians and therapists with the necessary competencies to effectively manage those with musculoskeletal conditions. The public and many health professionals are not fully aware of what can now be achieved and therefore perpetuate a negative attitude. If they think little can be done, they do not seek expert help. Lack of awareness and knowledge of medical advances means that these are not delivered to the main benefactor – the patient. There are many suffering pain which could be much more effectively managed. Many
have impaired function inappropriately. Lack of knowledge of what can be achieved alongside a lack of awareness of the enormous burden on the individual and society leads to lack of priority and resources. There are few health policies that highlight the importance of musculoskeletal conditions despite their enormous costs to society and to the individual. As a consequence, for example, the waiting times for joint replacement surgery for osteoarthritis, a highly cost effective intervention, are amongst the longest in the UK.
The challenge is to ensure as many people as possible can benefit from the current effective means of prevention, treatment and rehabilitation.

Demand

The demand for care for musculoskeletal conditions is going to increase. The global disease burden of non-communicable disease was 36% in 1990 but it is predicted to be 57% in 2020. There are several reasons. First, because of the change in population
demographics. By 2030, 25% of the population in the UK will be over the age of 65 years and the prevalence of musculoskeletal conditions increases dramatically with age. Lifestyle changes that have happened in westernised countries are likely to increase musculoskeletal conditions, but most worryingly these lifestyle changes are also happening in the developing world along with inversion of the age pyramid which will result in the greatest predicted growth in chronic diseases. Lack of exercise will not only increase cardiovascular disease but exercise is also important in the prevention of osteoarthritis, maintaining bone mass and preventing falls. However, surveys in Sweden have shown that about 25–30% of middle aged men and 10–15% of middle aged women are completely inactive. It is also estimated that only 20% of the population who are 30 years and older are, from a health standpoint and when regarding physical conditions, sufficiently physically active.This means that almost 80% of the adult population in Sweden over the age of 30 is either not adequately
physically active or completely inactive. Other risk factors for musculoskeletal conditions that show similarly unfavourable trends are motorisation with subsequent accidents, obesity, smoking and excess alcohol.
Demand also relates to the expectation for health and this is increasing. At present many suffer in silence outside the healthcare system because they feel that little can be done for them. Many primary care doctors do not seek the latest interventions for their patients because of lack of awareness of what can be achieved. However, as there is increasing awareness of what is achievable, so there will be increasing demand. New technologies generate this demand and also contribute to the increased costs. In addition as the expectation of the right to good health related quality of life increases, then those in developing countries who, for example, are currently
suffering back pain silently will increasingly identify it as a health problem and expect medical intervention and social support.

Provision of health care

The way in which health care is provided can affect the level of care delivered and its outcome and this is the focus of current activity by WHO (World Health Organization). At present equal levels of care are not being delivered as there are countries of similar levels of income, education, industrial attainment and health expenditure with a wide variety of health outcomes. Some of this is due to differences in performance of the health systems. A health system includes all the
activities whose primary purpose is to promote, restore or maintain health and can therefore even include efforts to improve road safety where the primary intention is to reduce road traffic accidents (WHOWorld Health Report 2000). The health of the population should reflect the health of individuals throughout life and include both
premature mortality and non-fatal health outcomes as key components. A health system should also be responsive to the legitimate expectations of the population such as respecting their dignity, confidentiality and involving them in decisions. There should also be fairness in financial contribution so that households should
not become impoverished or pay an excessive share of income for healthcare and poor households should pay less than rich. Obviously the performance of any healthcare system can only be measured in relation to the resources available. The WHO World Health Report will now give information each year on the performance of health
systems of each country within this framework.
This failure of many health systems along with rising demands for health care, rising costs and limited resources is generating much debate about the most effective systems for the provision of health care. Economic and social development in all countries is increasingly taking a “market approach” and health can be viewed as another commodity. This must be balanced against the recognition that good
health is a prerequisite for human development and for maintaining
peace and security. It is also important that any system is equitable for all diseases whether acute and treatable or chronic disorders that require more care and support. Musculoskeletal conditions, as a major contributor to such non-fatal outcomes, need greater recognition of their importance and their specific needs must be considered to ensure appropriate systems of care.
There is a movement towards managing care so that the healthcare system provides cost-effective health care within the available resources. Managed care has developed in the USA where an organisation assumes responsibility for all necessary health care for an individual in exchange for fixed payment. Socialised healthcare
systems in the UK and Sweden are also systems that provide this form of care. This approach may not be the ideal for all countries but the tools of managed care may be of relevance.The three tools are first to be able to manage demand, secondly to have some control over management and finally to be able to influence care delivery so that it is cost effective. Demand can be controlled by making payments based on capitation not clinical activity, introducing gatekeepers to expensive secondary care, making some direct costs to the user and educating the public so that they are better able to care for themselves. Although some of these may be feared as barriers to professional and patient freedom of choice, making the person with the condition a more informed user of health care is in keeping with the principles of chronic disease management. Control over medical management is potentially more restrictive of clinical freedom but something many physicians are already used to where permission is required from the funder before certain interventions can be
performed. The use of evidence-based guidelines is also increasing and a principal of healthcare reforms in the UK. The important changes in the delivery of care are the increasing access of the public to advice through telemedicine and promoting self-care with greater use of non-doctors.This may be more appropriate to chronic diseases providing that it achieves the same outcome as more expert care, and
that this outcome is measured for all the goals of managing people with musculoskeletal conditions. These changes represent a reversal from “industrial age medicine” in which professional care dominates to “information age healthcare” in which professional care provides support to a system that emphasises self-care. Healthcare providers will progress from managing disease to promoting health. Lifetime plans for health promotion will be built on an intimate knowledge of
the person and their risk factors for various conditions. Within this context of changing systems of health care are the implications of how it will be delivered.What will be the resources in human capital as well as physical? What will be the political priorities? The settings for health care have changed over the centuries with the changes in what is expected and developments in what can be done.
Hospitals have played a dominant role in the provision of care, and they have evolved during the twentieth century from institutions that provide basic care and support to settings for medical treatment of increasing sophistication, effectiveness and cost. Advances in diagnosis have lead to the recognition of new, often treatable diseases. This has been paralleled by the massive expansion in
pharmaceuticals. There have been enormous changes in what can be achieved. Infectious diseases are becoming less common and interventions are meaning that many chronic incurable diseases are now becoming treatable and controllable, such as peptic ulcer disease, childhood leukaemias, some solid cancers, transplantation
and now the treatment of rheumatoid arthritis and osteoporosis.
There are now two competing roles for hospitals – highly technical procedure and “cure” based centres and, by contrast, centres that provide care which is usually multidisciplinary therapist based. The changes in systems of health care mean that such specialist facilities, although likely to remain a key part in the management of acute and chronic diseases, will increasingly be just one part of the
infrastructure to effectively prevent and treat musculoskeletal conditions. Provision of care closer to the person with the problem and more designed to help them manage their own health will need to be developed.The trends to develop skilled multidisciplinary teams that cross the various health sectors, to develop specialist nurses as key members of such teams as well as improving access to expert
information and advice using technology will meet many of these aims and reduce demands on specialist medical services. Specialised services will continue to have a major role in facilitating care, developing evidence-based strategies, undertaking research, providing education for the healthcare team as well as for those with
musculoskeletal conditions, and directly managing more complex cases. Their role is likely to become more strategic rather than just “hands on”.

Bones and joint futures. Anthony D. Woolf. BMJ Books

Conheça a actuação do Fisioterapeuta no domicílio

O fisioterapeuta trata e/ou previne perturbações do funcionamento músculo esquelético, cardiovascular, respiratório e neurológico, actuando igualmente no domínio da saúde mental;
A sua intervenção processa-se numa perspectiva bio-psico-social e tem em vista a obtenção da máxima funcionalidade dos utentes;
No seu desempenho, com base numa avaliação sistemática, planeia e executa programas específicos de intervenção, para o que utiliza, entre outros meios, o exercício físico, terapias manipulativas, electroterapia e hidroterapia;
Desenvolve acções e colabora em programas no âmbito da promoção e educação para a saúde;
Actua, essencialmente em, hospitais, centros de reabilitação, centros de saúde, estabelecimentos termais, departamentos de saúde ocupacional de empresas, estruturas desportivas, escolas, instituições de ensino especial e instituições de apoio a idosos.


Retirado de: "Ensino dos Técnicos de Diagnóstico e Terapêutica",
Ministério da Saúde, Departamento de Recursos Humanos da Saúde, Centro de Formação e Aperfeiçoamento Profissional, Lisboa, Novembro de 1989 (in apfisio@apfisio.pt - Associação Portuguesa de Fisioterapeutas, 2004)

A fisioterapia procura a identificação e maximização do potencial de movimento e funcionalidade, no contexto da promoção, tratamento e reabilitação.

O Fisioterapeuta procura envolver o utente e a família no estabelecimento de objectivos e metas no sentido do aumento da funcionalidade e qualidade de vida dos utentes que recorrem aos seus serviços.
O exercício profissional do fisioterapeuta compreende a avaliação funcional do utente a partir da história clínica, exames complementares de diagnóstico e testes específicos de forma a atingir um diagnóstico, resultante do processo de raciocínio clínico.
De seguida, são estabelecidos objectivos (ex. diminuição da dor, aumento da força muscular, amplitudes articulares, melhoria da marcha, coordenação, equilíbrio, … ) de forma a delinear um plano de intervenção, efectuando adequações sempre que necessário.

O médico inicialmente atendia os seus pacientes deslocando-se ao domicilio, frequentava a casa das pessoas, convivendo assim em momentos significativos da vida familiar (doenças, casamentos, nascimentos, conflitos) e também compartilhando os seus segredos;

Isto teve especial importância no final do século XIX e início do século XX, quando os recursos terapêuticos eram limitados e colocar a pessoa doente na cama era o tratamento mais utilizado.;

Este foi o período em que possivelmente os antigos médicos de família desenvolveram sua fama, pois diante desta realidade de escassos recursos terapêuticos, sentavam à beira da cama dos doentes, ouvindo, apoiando e ajudando-os à enfrentar as dificuldades;
O aumento da solicitação do atendimento domiciliar é um fenómeno observado em diversos países, devido ao crescimento da população idosa no mundo e, simultaneamente, ao aumento do número de idosos incapacitados.
Sendo que na maioria dos atendimentos domiciliares o paciente possui doença crónica.

A Organização Mundial da Saúde define Assistência Domiciliar como “a provisão de serviços de saúde por prestadores formais e informais com o objectivo de promover, restaurar e manter o conforto, função e saúde das pessoas num nível máximo, incluindo cuidados para uma morte digna.

Serviços de assistência domiciliar podem ser classificados nas categorias de preventivos, terapêuticos, reabilitadores, acompanhamento por longo tempo e cuidados paliativos”.
O Atendimento Domiciliar é um serviço oferecido aos pacientes que apresentam dificuldades para realizar o seu tratamento fisioterapêutico em clínicas, Hospitais e Ambulatórios de Saúde.

Seja por motivos de transporte, tempo, distância ou condições físicas, entre outros.
Ao ser observada a melhoria do paciente e a possibilidade de se dirigir ao ambulatório o fisioterapeuta deve encaminhar o paciente para que ele possa interagir com a sociedade não ficando restrito apenas ao ambiente familiar.

Vantagens

Atendimento Personalizado;

A reabilitação é feita no conforto do próprio lar, sem ter que se deslocar;

A orientação do tratamento é feita pelo paciente e pelo Fisioterapeuta;

O horário do tratamento é definido pelo paciente e pelo Fisioterapeuta;

Economiza tempo e dinheiro em transportes;

O Fisioterapeuta leva consigo todo o material necessário para o tratamento

Código de Ética a cumprir pelo Fisioterapeuta em relação ao Atendimento Domiciliar

Prestar assistência ao paciente respeitando-o independentemente da sua condição socio-económica;

Respeitar a intimidade do paciente;

Manter sob sigilo informações que lhe foram fornecidas pelo paciente ou presenciadas no ambiente domiciliar;

Informar ao paciente sobre o seu diagnostico e prognóstico e o objectivo do tratamento;

Respeitar o direito do paciente aceitar ou não o tratamento proposto;

O fisioterapeuta não pode negar assistência, em caso de urgência;

O fisioterapeuta não pode abandonar o paciente a meio do tratamento, sem garantia de continuidade de assistência, salvo por motivo relevante.

O atendimento domiciliar é imprescindível ao trabalho de atenção primária do profissional de fisioterapia, pois é quando nos deparamos com a realidade das pessoas, vivenciando as suas actividades de vida diária, as suas limitações que conseguimos proceder a um encaminhamento e orientação, pertinentes a cada caso.
Quer isto dizer que aqui o Fisioterapeuta vai realizar o seu diagnóstico baseando-se também na realidade em que o paciente está inserido, visando à promoção, à manutenção e reabilitação da saúde.

Relação Fisioterapeuta-Paciente
O atendimento domiciliar de fisioterapia tem na sua essência uma maior aproximação com o paciente e dos seus valores, facilitando uma melhor e mais ampla abordagem terapêutica.
Nesta relação tudo depende do paciente que enfrentamos e do profissional, ou seja, vai depender dos intervenientes e não tanto do espaço onde os intervenientes se encontram.
A verdade é que a família nestes casos também vai ser responsável pelo sucesso do tratamento de Fisioterapia, no sentido em que quando Fisioterapeuta não está o aconselhamento e até mesmo a conduta do paciente vai ser conduzida pela própria família - Cuidadores de Saúde.

O Papel da Família do Paciente

O papel da família no que respeita ao sucesso do tratamento tem como base o aconselhamento por parte do Fisioterapeuta perante a situação do paciente, ou seja, o que deve estimular e o que deve evitar, por exemplo.
Devem ser proporcionados os conhecimentos e informações essenciais aos prestadores de cuidados no domicílio, de preferência acompanhados de um documento escrito que o doente poderá consultar em sua casa.


Prestar assistência domiciliar não é apenas concretizar uma modalidade de assistência à saúde, mas sim tornar possível às pessoas experienciarem uma nova forma de atenção à saúde, aliada ao conhecimento e à tecnologia.

É realizar assistência baseada na realidade de cada indivíduo, proporcionando cuidado individualizado e mais humano.

A recuperação e a reabilitação podem ser realizadas de forma mais segura e eficaz, proporcionando um conjunto de cuidados baseados também na realidade em que o paciente vive e, como esta irá ser realizada uma melhor avaliação das suas reais necessidades.
O atendimento Fisioterapêutico ao domicílio assume muita importância por ser um atendimento precoce, mas não é o atendimento domiciliar que vai determinar um maior sucesso.
Ou seja, o sucesso vai ser determinado pela possibilidade de se tratar um paciente com mais tempo independentemente do local.
Assim é possível a reinserção social e profissional destes pacientes e que desta maneira voltem a realizar as suas actividades diárias.
A falta de informação sobre a Fisioterapia Domiciliar em grupos específicos de pacientes impede uma acção eficiente de ampliação e promoção deste tipo de atendimento.

Sites URL:

http://www.wgate.com.br/conteudo/medicinaesaude/fisioterapia/variedades/atendimento_fisio_elieser.htm;

http://www.fisiohomehealth.weebly.com/fisioterapia.html;

http://www.chakalat.net.atendimenopersonalizado.html.

Ensinando a não ter dor nas costas

 
As dores na coluna vertebral afetam vários grupos de trabalhadores, como uma das principais causas de afastamento do trabalho, como é o caso da enfermagem.
Neusa Maria C Alexandre e colaboradoras, do Departamento de Enfermagem, da Faculdade de Ciências Médicas, Universidade Estadual de Campinas, fizeram uma avaliação do efeito de um programa na redução de dores nas costas em 670 auxiliares de enfermagem, abaixo de 50 anos de idade, do sexo feminino, de um hospital universitário e que apresentavam dores nas costas num período anterior, mínimo de 6 meses. Essa amostragem foi dividida em 2 grupos. O grupo A recebeu uma conferência de 45 minutos, durante o horário de trabalho, sobre a anatomia da coluna e o transporte de pacientes, o grupo B, recebeu um programa que envolveu parte educativa, com abordagem ergonômica, e a realização de exercícios executados durante o horário de trabalho, duas vezes por semana, em um período de quatro meses. A intensidade das dores foi avaliada pela escala visual analógica. As autoras constataram que ocorreu diminuição estatísticamente significativa na freqüência de dor cervical, durante os últimos dois meses, e, durante a última semana no grupo B. Houve também redução na intensidade da dor cervical, em ambos os períodos, e da dor lombar, na última semana, desse grupo B. O estudo sugere que o programa regular de exercícios, no trabalho, acompanhado por abordagem ergonômica, instrucional, feita com slides, pode reduzir sintomas músculo-esqueléticos em trabalhadores de enfermagem.


Veja a respeito deste tema: no site da Viaseg (www.viaseg.com.br), a abordagem ergonômica, exercícios e técnicas de relaxamento chamada de Escola de Postura, no vídeo e livro “Viva bem com a coluna que você tem” do prof. Dr. José Knoplich.
 
Fonte :: Rev. Saúde Pública, ago. 2001, vol.35, no.4, p.356-361

Links Uteis

Links Úteis

Associação Portuguesa de Fisioterapeutas - www.apfisio.pt

World Confederation Physical Therapy - www.wcpt.org

Ministério da Saúde - www.min-saude.pt/portal

Organização Mundial de Saúde - www.who.int/en

Associação Nacional de Espondilite Anquilosante - www.anea.org.pt

Instituto Nacional para a Reabilitação - www.inr.pt

Cuidados Continuados Saúde e Apoio Social - www.rncci.min-saude.pt

Fisiozone - www.fisiozone.com

Conflict Analysis

Possible methods of conflict analysis include the matrix method shown in the performance measurement workbook, Force field analysis, and matrices similar to that shown below can also be used to examine potential conflicts (e.g. between performance measures).




Force field Analysis

Force field analysis (Lewin 1951) is widely used in change management and can be used to help understand most change processes in organisations.




In force field analysis change, is characterised as a state of imbalance between driving forces (e.g. new personnel, changing markets, new technology) and restraining forces (e.g. individuals' fear of failure, organisational inertia). To achieve change towards a goal or vision three steps are required:

•First, an organisation has to unfreeze the driving and restraining forces that hold it in a state of quasi-equilibrium.
•Second, an imbalance is introduced to the forces to enable the change to take place. This can be achieved by increasing the drivers, reducing the restraints or both .
•Third, once the change is complete the forces are brought back into quasi-equilibrium and re-frozen.
Thomas (1985) explained that although force field analysis has been used in various contexts it was rarely applied to strategy. He also suggested that force field analysis could provide new insights into the evaluation and implementation of corporate strategies. More specifically Maslen and Platts (1994) applied force field analysis to manufacturing strategy. Force field analysis is potentially a powerful technique to help an organisation realise a manufacturing vision.

Deming's 14 points

The 14 points are a basis for transformation of [American] industry. Adoption and action on the 14 points are a signal that management intend to stay in business and aim to protect investors and jobs. Such a system formed the basis for lessons for top management in Japan in 1950 and in subsequent years.

The 14 points apply anywhere, to small organisations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company.



1.Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

2.Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

3.Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4.End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.

5.Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6.Institute training on the job.

7.Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers.

8.Drive out fear, so that everyone may work effectively for the company.

9.Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10.Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

11.a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

12.a. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and engineering of their right to pride in workmanship. This means, inter alia, abolishment of the annual or merit rating and management by objective.

13.Institute a vigorous program of education and self-improvement.

14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

•Dr W Edwards Deming, 1982 & 1986, Out of the crisis: quality, productivity and competitive position , Cambridge University Press, Cambridge.