More handpicked essays just for you.
Quality improvement within the health care sector essay
Quality improvement in healthcare introduction essay
Quality improvement in health care essay
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Upon completion of this course students will be able to: • Articulate the concepts and measures of healthcare quality and patient safety. • Describe the contribution of key performance improvement theories; i.e., i.e., Lean Six Sigma, TQM, etc. to the performance improvement process, and discuss how they may impact improvement in today’s healthcare institutions. • Understand the key process improvement models and their applications to the workplace. • Identify and demonstrate how quality tools and techniques are used to enhance data interpretation. • Describe the impact of knowledge transfer theories and practices in sustaining improvement projects. • Demonstrate an understanding of human error theory its relationship to patient safety. • Discuss
* Utilize Six Sigma Lean strategies to identify and develop process improvements for the care line.
The article, “Where Process-Improvement Projects Go Wrong,” by Satya L. Chakrvorty, WSJ.com, January 25, 2010 (http://online.wsj.com/news/articles/SB1000), offers a great example of how and why many Six Sigma and other process improvement projects fail. He examines what happened at an aerospace company that initiated a number of process improvement projects, half of which ultimately failed.
To understand the strategies being adopted in various healthcare facilities in order to improve their scores on quality measures and if these strategies have proved helpful in improving the over quality of care.
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
Vest, J.R., & Gamm, L.D., (2009) A critical review of the research literature on Six Sigma, Lean and StuderGroup's Hardwiring Excellence in the United States: the need to demonstrate and communicate the effectiveness of transformation strategies in healthcare. Implement Sci. 2009 Jul 1;4:35.
In the mid 1980s, and into the 1990s, business leaders realized that a renewed focus on quality was required to continue to compete in an expanding global market. (NIST, 2010) Consequently, several strategic frameworks were developed for managing, and measuring organizational performance. Among them were the Malcomb Baldrige National Quality Award, which was created by and act of congress and signed into law by the President in 1987, and The Balanced Scorecard, which is a performance management tool that was born out of research conducted in the late 1980s and early 1990s by Robert S. Kaplan, and David P. Norton published in 1996 (Kaplan, 1996). Initially, the renewed emphasis on quality management systems was a reaction to the LEAN approach to quality management implemented by many Japanese businesses to great success post World War II.
Performance management is a process of providing continues success to an organizations and its leadership and teams within that organization. Within many organizations not to many personnel lack the knowledge of performance analysis due to its confusion with performance appraisal. The reason that performance management is executed is because the organization tries to tie in the organizational culture with the performance management practices. By studying performance management it shows how the organizational culture and the performance management practices. Performance management systems is what businesses like to focus on today because of the way it is a continuous, uninterrupted and a sustained progress. The different
The LEAN principles are based upon the Toyota care company model that centers on effective change, improving quality, and efficiency without wasting resources such as time and money (Lawal et al., 2014). LEAN in healthcare is creating the perspective of teamwork for a common goal, continually improving quality of care, and usefulness by weighing the benefits versus the costs, following visual information such as idea mapping, respecting others, and being flexible (D’Andreamatteo, Ianni, Lega, & Sargiacomo,
Another management technique is Performance Improvement tools. When developing an improvement project, various diagnostic tools are used to detect the causes of undesirable performance and to design solutions. Do not confuse performance improvement models with the analytic tools used throughout an improvement project. The author provided the analogy for example, “think of the improvement model as the recipe for instance, the steps you follow when baking a cake. Analytic tools are the ingredients the materials you use while following the recipe. When baking a cake, you want to use the correct ingredients and add them to the cake mixture at the right time.” The same was accurate for the analytic tools used during an improvement project (Health Administration Press, 2013).
Management in identifying improvements for our teams. With the L4C training, I understood what a Lean organization looks like and how to calculate my demand to produce effectively. I learned how to use tools and techniques to measure and quantify workloads that I apply to my current process every day to Atos benefit. I was, and am, also able to set targets and track improvement plans. The L4C efforts resulted in eliminating wastes and being able to increase production by 30-50% per resource. Incident Coordinators and managers were able to manage from an average of 2-3 account per resource to an average of 4-5 accounts per resource. To provide further value to our clients and GBU I have also been under intense ITIL Fundations training and as I have added to my IDP in the months to follow I’ll be obtaining my
An engineer, for a manufacturing company, is approaching the time for an annual review to be performed. The previous review suggested a poor rating based on the current evaluation criteria. While the engineer is a bright hard worker, there appear to be personality conflicts that resulted in an unfavorable previous review. These conflicts include practical jokes towards the engineer and lack of respect from the plant manager.
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
Performance Improvement Programs are programs designed to improve performance of employees in the areas of attendance, participation, productivity, product or service quality, teamwork, etc. Performance improvement highlights processes and systems that need to be improved. Then, there is a follow-up with an action plan to improve the outcomes.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.