The student has identified a need for service improvement by seeing accidental needle stick injuries in the community. To demonstrate and have an understanding of the process that is involved the student will create a service improvement plan that will reduce the number of needle stick injuries. The student service plan is to introduce a Needle-removal (see Appendix 1).
To implement change in a heath care setting, a PDSA concept will be used. Langley developed the PDSA cycle to describe the importance’s that the change and the developing of these crucial changes which will hopefully help lead to the improvements (Langley et al., 2009) (see appendix 2) for details. The National Health Service use PDSA and will implement the necessary steps to improve the services for the public (NHS Institute, 2006).
When change is being implemented it can come from either a top down approach or a bottom up approach. With a top down change it will come from the higher person in charge who will construct a plan and feed it down in order for it to be implemented. With a bottom up change, the plan comes from the staff/ the employee, this comes from people working together and the work force come together to make a collective decision, this decision is meant for the work force to take action and is called the “bottom-up approach”.
Methods for quality improvement offer numerous benefits and there are many models to use for quality improvement. These models and features have traits in the up to date version of total quality management practise models and are of numerous benefits, with the likes of six sigma and kaizen model using these traits (Royal Charter, 2011)
PDSA Cycle will be used to handle improvement efforts in the health service....
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...a). Retrieved from http://www.clinicalgovernance.scot.nhs.uk/section2/pdsa.asp
Succesful Methods, . (2006). The art of kaizen. Retrieved from http://www.successmethods.org/kaizen.html
The Nursing and Midwifery code of conduct (2008). Retrieved from NMC website. www.nmc.uk.org
Royal Charter , . (2011). Total quality management (tqm). Retrieved from http://www.thecqi.org/Knowledge-Hub/Resources/Factsheets/Total-quality-management/
BMJ, . (2008). Darzi review: . Reward hospitals for improving quality, Lord Darzi says , 1163(10), Retrieved from http://www.bmj.com/content/337/bmj.a642.full doi: 10.1136/bmj.a642
Wright, J. (2004, January 1). Model for improvement. explains the model for improvement and how to take the next step in radiology service redesign., 1, Retrieved from http://www.improvement.nhs.uk/diagnostics/LinkClick.aspx?fileticket=lWoFbYq9RnM%3D&tabid=63
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
Government has developed ‘Star Ratings’ system which monitors improvements in accountability measures. The experience of the ‘Star Ratings’ system in respect of service efficiency indicates that it is prudent to act pro-actively rather than re-actively. It is vital to consider that the Government is expecting demonstrable improvements in health services rather than rhetoric alone (Radnor and Lovell, 2003).
The NHS change model has been selected for this quality improvement. The NHS change model consists of eight dimensions, which are described as a useful tool to enhance change. This model has been identified as being effective in health care organisations, encouraging the use of teamwork to implement systematic improvements.
As of April 1, 2010, many changes in the health care structure is changing. Many of these changes are reorganizing the responsibilities of who makes the decisions on how services are commissioned, the way money is spent and issuing more involvement from local authorities and opening up comp...
The Goal is a book that has an immense support on improvement, which will undoubtedly encourage the Total Quality Management terminology when trying to built up and improve their productivity. However, the Theory of Constraints also plays a very important role in this book, because it guide us to not only focus on the improvements of the business as a whole, but also to focus intensively on the constrains, “ Herbies”, or bottlenecks.
By the late 1980’s general management in the NHS was in full force, and expectations of ‘management discipline’ were high, however there were a series of recurrent crisis. These crises were particularly evident in the hospital services and were caused by a combination of scarcity of compatible resources and an infinite demand for health care. Through a fundamental view of operations in 1989, two reviews were drawn up by the department of health, ‘working for patients’ and ‘caring for people’ (DoH, 1989a, 1989b), and these formed the basis of the NHS and Community Care Act 1990.
Using the Model for Improvement. The model for improvement is a tool for accelerating improvement for health care processes and outcomes. As a healthcare professional I help make a change within my organization by pioneering or joining a team to answer the 3 fundamental questions: aim, measures, and changes, and then enacting a PDSA cycle to test the changes and determine if the proposed change plan worked, or needs improvement.
Technologically speaking every country seeks to be at the top of the list for advancement. The electronic medical record (EMR) is also an upcoming technology that allows physicians to) practice more powerful quality improve programs with paper-based records (Miller, & Sim, 2009). Adopting EMR’s is not a low cost venture, or an easy task. According to Miller, and Sim, (2009), “Quality improvement depends heavily on a phys...
..., Watson, and Westley Planned Change Model consists of seven phases which the change is planned, implemented, and the evaluated (Yoder-Wise, 2011). The outcome of this issue is an ongoing process; the need has been submitted to the nurse practice council which has submitted the issue to the hospital policy board for implementation into policy (T. personal communication, April 2, 2014).
... is an abstract model that proposes an exploratory plan for health services and evaluating quality of health care. In accordance with the model, information about quality of care can be obtained from three categories: structure, process, and outcomes. In addition, not long ago The Joint Commission include outcomes in its accreditation valuations (Sultz, & Young, 2011, p. 378).
Bengoa, R. (2006). Quality of care: a process for making strategic choices in health systems.. Geneva: World Health Organization.
The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for gastroenterological and surgical procedures. In 1993, 2,500 cases where approximately performed and extensive maintenance of the equipment where needed before and after each of those cases. Despite the appropriate care of the scope, repair requirement where still needed. The total cost of repair that year was $60,000 and the repair services where done by an original equipment manufacturers in Ontario.
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
...mplications that allow for opportunities of change. One of the presumptions is for training and staffing (Shi & Singh, 2012). With the utilization of health care improvements, the staff will need additional instructions on the performance of equipment and how to efficiently achieve the desired results. Managers or supervisors recognize the need for supplemental staffing and training to optimize patient satisfaction and quality of care. The health care administrator must also focus on changes in insurance policies and rules governing the provision of medical assistance (Shi & Singh, 2012).
Understanding quality measurement is essential in improving quality. Teams need to be able to understand whether the changes being made are actually leading to improved care and improved outcomes. For data to have an impact on an improvement initiative, providers and staff must understand it, trust it, and use it. Health care organization must understand the measurement of quality provided by the Institute of Medicine (patient outcomes, patient satisfaction, compliance, efficiency, safe, timely, patient centered, and equitable. An organization cannot improve its performance if it does not know how it is performing. Measuring quality improvements is essential as it reflects the quality of care given by the providers and that by comparing performance