Productivity, which in healthcare is based on outcome per unit of input, is a growing concern when meeting the demand of increasing patient volume and financial pressure (Anonymous, Jul 12, 2011). Productivity can be simplified and viewed according to department or type of procedure demanded (Bottling, February 2011). I When looking to improve productivity, one must turn to an effective metrics to drive workforce productivity by carefully examining the healthcare organizations outcome and inputs (Anonymous, Jul 12, 2011). In the case study at Middleboro Physician Care Services, Inc (PCS), where they receive private and Medicare payment and have outpatient services where the patient volume is increasing at the same time, the quality of service …show more content…
When there is more productivity needed, staffing should be up to its demand (Ellerbe, Sept-Oct 2013). The metrics should consider the number of patient’s visits per provider at a given time period according to each department along with the cost of each procedure and its throughput time (Kämäräinen, Peltokorpi, Torkki & Tallbacka, 2016). For example, If PCS determines the average amount of patient’s seen during a given period at a certain department with the total cost of procedures, as well as the throughput of getting the procedures done, the organization will be able to know what the peak high patient volumes periods are according to department and when the organization receives their highest profits. Therefore, by scheduling the physicians and medical staff accordingly to the high peak periods where there is high profits and on the other hand, less staffing scheduling during the lesser peak hours. As a result, it will increase productivity during the most peaked periods where profit gains will more likely at its
Nerenz, D. R. & Neil, N. (2001). Performance measures for health care systems. Commissioned paper for the center for Health management research. [PDF document]. Retrieved from Systemswww.hret.org/chmr/resources/cp19b.pdf
The NHS has adopted a performance measurement system that is based on the concept of balanced scorecard in order to obtain a broader view of performance within the organisation (Department of Health, 2001). Although, measuring performance evaluation of health care system could be difficult, it can on the other hand serve several purposes and can help facilitate change and improvements in the effectiveness and quality of health care. It seems peculiar to focus on performance measures in organisation such as NHS, but even NHS is facing increasing competitive pressures when considering ageing populations increasing demand, improved treatment...
Ms. Gulbys was the only program employee at West Florida Regional Medical Center (Rakish et al., 2010, p. 320). She was in charge of four different positions, including her being the director of Quality Improvement Resources (QIR), staff and coach to Kausch, and a member of the quality improvement council (Rakish et al., 2010, p. 320). Having to play many roles can definitely have a negative impact on Ms. Gulsby’s performance and productivity. Another weakness is staffs resistance and opposition to the program, “Kausch sensed some loss of interest among some managers” (Rakish et al., 2010, p. 318). Some staffs were not too fond of the way the continuous quality improvement (CQI) process was going, they taught it was taking too long. This lacks of interest in staffs can in return decrease performance and productivity. In addition, some departments were experience loses in record keeping. Because West Florida Regional Medical Center is located in a competitive area of Pensacola not having an effective control system in place can be a major threat that can lead to a decrease in patient revenue and
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).
As in business, the companies try to produce the goods and services by the taste and preferences of people. The health care institutions must attempt to align the medical practices with the requirements and needs of the patients. This is essential, not to make profits but to enhance the quality of attention and medical services. It is obvious that people visit the health care institutions because they trust them, but some of them leave the building with satisfaction (McCartney, 2009). It is necessary that these health care organizations ensure that these patients feel satisfied, which could be guaranteed through hourly rounding in an adequate manner.
Kruse, B., (October 28, 2010) Patient scheduling benefits medical professionals, Retrieved January 25, 2011 from http://www.buzzle.com/articles/patient-scheduling-benefits-medical-professionals.html
...staff would not be required to put in the overtime to compensate for the lack of workers. Patients would no longer have to suffer the neglect of the staff because he or she was too busy. Making sure the patient gets the best quality care reduces the time spent for recovery. Reducing the time spent for recovery increases the organization’s finances. Providing a safe facility also reduces the expenses on the private hospital’s budget. Ensuring a patient is safe can reduce potential use of ongoing treatment and services. Hiring the appropriate nursing staff needed can save the organization money. Instead of cutting back on staff, more staff needs to be hired to fulfil the needs of the patient. In the economy today, private hospitals need to focus on the overall long term effects of each action opposed to quick reactions resulting in financial strain for the facility.
The balance between quality patient care and medical necessity is a top priority and the main concern of many of the healthcare organizations today. Due to the rising cost of healthcare, there has been a change in the focus of reimbursement strategies that are affecting the delivery of patient care. This shift from a fee-for-service towards a value-based system creates a challenge that has shifted many providers’ focus more directly on their revenue. As a result, organizations are forced to take a hard look at the cost of services they are providing patients and then determining if the services and level of care are appropriate for the prescribed patient care.
Currently, Canada’s hospital funding model allocates funds based on past expenditures, but a budget model based on the volume of medical procedures could optimize limiting steps in workflow and thus be an effective way to reduce emergency room wait times (12). In relation to this, using analytical techniques from other fields such as industrial engineering could allow hospitals to analyse patient flow and identify specific inefficiencies in the system. Resources and staffing could then be optimized based on this to improve wait times. Increased government funding towards expanding long-term care centers, nursing homes, and home visits should be considered to offload patients from hospitals and thus free up beds. In order to prevent unnecessary visits to the emergency department, methods of electronic communication such as email should be established between patients and their physicians to allow patients to contact their physician and help differentiate between urgent and non-urgent problems before visiting the emergency department.
This paper describes a problem related to the increased cost of supplies and a decrease in productivity in the surgical services area of Celebration Health. A plan is developed based on these issues, which could aid the unit to become more efficient and cost-effective. This plan will emphasize being cost-effective without compromising quality and safety. Also, it will may improve the fiscal health of the surgical services department by eliminating unnecessary procedures, supplies, and labor, therefore increasing productivity.
The present environments for healthcare organizations contain many forces demanding unprecedented levels of change. These forces include changing demographics, increased customer outlook, increased competition, and strengthen governmental pressure. Meeting these challenges will require healthcare organizations to go through fundamental changes and to continuously inquire about new behavior to produce future value. Healthcare is an information-intensive process. Pressures for management in information technology are increasing as healthcare organizations feature to lower costs, improve quality, and increase access to care. Healthcare organizations have developed better and more complex. Information technology must keep up with the dual effects of organizational complication and continuous progress in medical technology. The literature review will discuss how health care organizations can provide effective care by the intellectual use of information.
To begin with, efficiency, with the aim of maintaining time for doctors to take care of patients. Efficiency is the optimum method for getting from one point to another. For general out-patient clinics, making an appointment is necessary before you get a consultant. Doctors only spend around a few minutes consulting with a patient, and one case at a time in order to manage large number of patients who were waiting. In addition, there is an accident and emergency service provided for the public.
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
...d procedures are now being monitored to improve clinical processes. Ensuring that these processes are implemented in a timely, effective manner can also improve the quality of care given to patients. Management of the processes ensures accountability of the effectiveness of care, which, as mentioned earlier, improves outcomes. Lastly, providing reimbursements based on the quality of care and not the quantity also decreases the “wasting” and overuse of supplies. Providers previously felt the need to do more than necessary to meet a certain quota based on a quantity of supplies or other interventions used. Changing this goal can significantly decrease the cost of care due to using on the supplies necessary to provide effective, high-quality care. I look forward to this implementation of change and hope to see others encouraging an increase in high-quality healthcare.
In the health care industry, gathering information in order to find the best diagnosis route or even determine patient satisfaction is necessary. This is complete by conducting a survey and collecting data. When the information is complete, we then have statistical information used to make administrative decision within the healthcare field. The collection of meaningful statistics is an important function of any hospital or clinic.