Healthcare Quality Management Assignment

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timer Asked: May 5th, 2017

Question Description

Healthcare Quality Management Assignment

Imagine you are the chief executive officer (CEO) at King Fahad Medical city. Complaints about long waiting times are becoming more frequent and intense than in the past. Clients are unsatisfied with the current waiting times at different clinics on your medical city. As a CEO, you asked the manager of outpatients department to find out a solution in order to keep your clients satisfied with the waiting time. What would you expect from the manager to do for improving the quality of waiting time in King Fahad Medical city?

Use what you have learned in the healthcare quality management course in order to solve this problem through the following criteria:

1- What improvement tools would the manager use to identify all possible reasons for the increase in the complaints about waiting time at different clinics in the Medical City?

2- What improvement tool would the manager use to gather data to confirm the reasons for the complaints about waiting times?

3- What improvement method would the manager use to improve this situation? You have to critically analyse what improvement method would the manager implement to improve this situation and critically analysethe advantages and disadvantages of the method the manager would use.

The total assignment should be 2,000 words as one essay

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Lecture 5: Continuous Improvement Learning Objectives • explain the purpose of a systematic approach to improving performance, • discuss common performance improvement models, • recognize the similarities and differences among improvement models, and • demonstrate an understanding of the steps in a performance improvement project. Performance Improvement • Analyzing performance of various processes and improving them repeatedly to achieve quality objectives. • The last phase of quality management. • An opportunity for improvement (a problem of performance failure). • Some performance problems can be resolved quickly, but in other situations, an in-depth evaluation of the complex factors affecting performance may be required. The Improvement Step • Find and fix the cause of unfavorable performance • Two factors influence the decision to initiate an improvement project: – Results of performance assessment – Improvement priorities Performance Improvement Steps • Performance improvement projects should be systematic. • A methodical improvement process has several benefits: – Performance problems are permanently solved. – Work-life quality improves – Communication among employees and managers improves. Performance Improvement Steps 1. 2. 3. 4. Define the improvement goal. Analyze current practices. Design and implement improvements. Measure success. Performance Improvement Models Walter A. Shewhart Act Plan Check Do W. Edwards Deming Performance Improvement Models • Plan a change includes: – State the objectives of the improvement project – Determine needed improvement – Design process changes to achieve the improvement objectives – Identify data that need to be collected to determine whether changes produced desired results. Performance Improvement Models • Do the change includes: – Implement the changes on a small scale – Document problems and unexpected events – Gather data to assess the changes’ impact on the process Performance Improvement Models • Study the results include: – Analyze data to determine whether the changes were effective – Compare results with expectations – Summarize lessons learned during and after implementation of the changes Performance Improvement Models • Act on the results include: – If changes were not successful, repeat the PDSA cycle – If changes were successful, or partially successful, implement them on a wiser scale or modify them as necessary – Predict results Rapid Cycle Improvement Performance Improvement Models FOCUS-PDCA Performance Improvement Models FADE Performance Improvement Models • Lean: eliminate inefficiencies adversely affecting performance. • Lean manufacturing or Lean thinking • Lean project goal: Minimize waste • Lean principles of process improvement (Value, Value stream, Flow, Pull, Perfection) • Aim to add value to customers by adding service features and/or ‘removing waste’ (nonvalue added steps) activities Lean Project Steps 1. 2. 3. 4. 5. 6. 7. 8. Identify performance problem. Evaluate current work processes. Identify areas of opportunity. Find root causes of problems. Design a better way of working. Create an implementation plan. Identify expected improvements, Make process changes and measure results. Performance Improvement Models • Six Sigma: Reduce performance variability. • The higher the sigma level, the lower the defect rate. – 1 sigma = 32% defect rate – 2 sigma = 5% defect rate – 6 sigma = 99.999% defect rate (near perfect) • Six Sigma project goal: Create processes that operate within Six Sigma quality. Six Sigma Project Steps DMAIC Six Sigma • Characteristics of the Six Sigma improvement methodology: – Process variation control – Orientation toward results – Use of data Key messages • Various improvement models are used to improve healthcare quality. • The different models share a common thread of analysis, implementation, and review. • Organizations don’t choose one approach to the exclusion of the others. • The approach most likely to achieve improvement goals for a particular project is used. Lecture 6: Performance Improvement Tools Learning Objectives • describe how quality improvement tools are used throughout an improvement project, • identify commonly used quantitative and qualitative improvement tools, • apply improvement tools in an improvement project, and • explain the difference between improvement models and improvement tools. Improvement Tools • Diagrams, charts, techniques, and methods used during an improvement project (also called analytic tools) – Quantitative improvement tools are used to measure performance, collect and display data, and monitor performance. – Qualitative improvement tools are used to generate ideas, set priorities, maintain direction, determine causes of problems, and clarify processes Quantitative Tools • Used in performance assessment and performance improvement – Bar graph – Check sheet – Control chart – Histogram – Line graph – Pareto chart – Scatter diagram Qualitative Tools • Brainstorming – Used for creative exploration of options in an environment free of criticism – Structured, unstructured brainstorming • Multi-voting – Used to pare down a broad list of ideas and to establish priorities • Nominal group technique – A structured form of multi-voting Qualitative Tools • Affinity diagram – Used to organize ideas, issues, or opinions into groupings based on the relationships between items Qualitative Tools • Cause-and-effect diagram – Used to identify all possible causes of an effect (a problem or an objective) Environment Procedures Effect Equipment People Qualitative Tools • Decision matrix – Used to systematically identify, analyze, and rate the strength of relationships between sets of information Qualitative Tools • Five Whys – Used to find the underlying causes of performance problems Qualitative Tools • Flowcharts – Used to identify and document the flow or sequence of events in a process – Used to develop an optimal new process during the solution stage Most Common Symbols Used in Flowcharts Start/End Decision Process Step No Yes Types of Flowcharts • High-level flowchart – Maps major process steps Types of Flowcharts • Detailed flowchart – Maps all process steps and activities Types of Flowcharts • Deployment flowchart – Maps process steps and identifies the people involved in each step Types of Flowcharts • Top-down flowchart – Maps major steps across the top; shows minor steps under each major step Qualitative Tools • Workflow diagram – Used to show the movement of people, materials, paperwork, or information during a process Qualitative Tools • Surveys (also considered a quantitative tool) – Used to gather quantitative and qualitative information • Types of surveys – Questionnaires: paper or electronic instruments that the respondent completes independently – Interviews: conducted with the respondent face to face or over the phone Creating and Using Surveys • • • • • • Define the survey objectives. Identify the people to be surveyed. Select the survey population. Construct the survey. Test the survey and prepare the final draft. Administer the survey. Qualitative Tools • Force field analysis – Used to identify and visualize the relationships between significant forces that influence a problem or goal Qualitative Tools • Stakeholder analysis – Used to identify the individuals or groups that would be affected by a proposed process change for the purpose of gaining stakeholder support for the change Qualitative Tools • Planning matrix – Used to show the tasks needed to complete an improvement activity, the people or groups responsible for completing the tasks, and the deadlines for completion • Gantt Chart – Graphic representation of a planning matrix Communicating Improvement Projects • Quality storyboard – Used to summarize the major elements of a completed improvement project
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