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RESEARCH PAPER ON QUALITY IMPROVEMENT in health care
Challenges in strategy implementation
RESEARCH PAPER ON QUALITY IMPROVEMENT in health care
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In order for a healthcare organization to achieve prosperity it must be connecting itself to its strategy over time for long term success. It must understand its strengths, weaknesses, threats, and opportunities within which the organization exists. It is important to say that this comprehension is a critical ingredient when planning for successful processes. The prescription for success in health care is no different than for any other highly dynamic, competitive industry. But “Cleveland Clinic has added something else to become a fast-growing, $6.5-billion non-profit health-care giant -- an eye for entrepreneurship, pushed by President and CEO Delos M. "Toby" Cosgrove, M.D., in the decade since taking its helm” (Parsons, 2015, p.32-34). …show more content…
The BOD have legal and ethical responsibilities for what happens in the organization, they determine the quality standards, legally liable for how care is delivered and can hire and fire the CEO. Chiefly, there was a mounting significance of putting into practice a quality and safety infrastructure. The leadership team will evaluate the problems that will reflect the needs of the organization to deal with the challenge of the increasing demand for specialist care and reporting of healthcare quality data. Being among the top-tiers of the hospital system, CCHS recognizes its susceptibility to difficulties and concerns that were plaguing other top-tier health institutions throughout the country. The aim is to achieve quality within the structure and relationships of the complex systems of a Cleveland clinic healthcare
Quint Studer’s Hardwiring Excellence: Purpose, Worthwhile Work, and Making a Difference is a Business Week National Bestseller and is highly regarded by healthcare professionals across the country. The following document describes Studer’s key points, including the Five Pillars and Nine Principles that motivate and direct transformation in an organization. It also provides a critique of Studer’s text and analyzes appropriate applications for summer residency positions.
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
Nicholls-Nixon, CL 2005, 'Rapid growth and high performance: The entrepreneur's "impossible dream?"', Academy Of Management Executive, 19, 1, pp. 77-89, Health Business Elite.
My current employer, Mayo Clinic, is a world renowned not-for-profit hospital that has been established for 150 years. Mayo Clinic is the first and biggest integrated not-for-profit medical group practice in the world and is a well-known brand name that is recognized world-wide. Working for an organization where the primary value is the needs of the patient come first, the organizations domain is held to a higher standard. The mission statement is to encourage hope and contribute to health and well-being by providing the best care to all patients through integrated clinical practice, education and research (Strategic statement of Mayo Clinic, 2012). The vision statement is that Mayo Clinic will offer an unparalleled experience as the most trusted partner for health care (Strategic statement of Mayo Clinic, 2012). In the medical field, innovations, research and technology motivate the business to perform and deliver care in a new standard. Mayo Clinic has a logo of three shields that are interlocked, presenting patient care, research and education.
Organizational Overview and Value Creation Both Cleveland Clinic and MD Anderson followed the easiest (yet most difficult route for many organizations) path to success: putting patients’ needs first. I was personally more taken in by the Cleveland Clinic’s model because I, as a business owner, had applied similar tactics and witnessed incredible results in my own consulting practice. Cleveland Clinic’s model and growth strategy was methodical, time-driven, and fully thought out prior to expanding in other areas, cities, state or other parts of the world. It felt organic and driven by need more than the desire to gulp a larger share of the health care market. According to Small (2015) of fiercehealthcare.com, Cleveland Clinic reduced unnecessary lab tests by using fewer and standard supplies to cut expenses by $500 million in 2014.
Healthcare organizations are designed to meet the healthcare needs of individuals and promote a healthy community. The three healthcare organizations that interest me are: The Heart Hospital Baylor of Plano, Texas Health Center for Diagnostics & Surgery Plan, and Parkland Health and Hospital System. Due to evolving healthcare industry, focusing on just patients and physicians is no longer a marketing strategy. According to Mycek (2015), “Marketing teams need to expand their consideration set and focus on the new 5 P’s of Healthcare Marketing” (p. 1). The new 5 P’s of marketing now impact the marketing potential of healthcare organizations by offering changes in sales rep – physician access, purchasing, formulary decision making, and growing patient empowerment. The new 5 P’s of marketing are: Physicians, Patients, Payers, Public, and The Presence of Politics.
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
Cozen, F., & Mowbray, D. (2001). Leadership and the quality of care. BMJ Quality & Safety, 10(2). doi:10.1136/qhc.0100003
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
Good leadership, fostering a culture of change and safety, team work are essential in implementing quality improvement and risk management in the organization. Leaders and the governing body must demonstrate commitment to the processes and define their expectations for all stakeholders. Leadership team should make sure that the team’s attention is focused on the core business of the organization, which is to provide care and treat patients in a safe and high quality clinical environment. There are different tools that can be used for quality improvement that also applies to analyzing risk issues. These are measurement of quality, benchmarking, RCA, FMECA, and so
The community, providers and health organizations work together with entrepreneurs to change health care delivery and improve quality care and outcomes regardless of existing constraints brought about through policy, regulation, innovation, and increasing technological demand. Quality in healthcare is the continuing effort to reach and maintain necessary goals and requirements in order to meet standards of care provided by the healthcare facility. Quality in health care leads to accreditation, performance improvement, and high quality evaluation reports that greatly benefit the healthcare institution as a whole. The entrepreneurship process has influenced the delivery of health care services and products. (Feigenbaum,