...(A). Measuring is the first step in developing a quality improvement plan for any health care facility or organization. Measuring performance assessments establish a working foundation and insight as to how the foundation is doing respectively to taking on the quality improvement project. During the measurement phase of a quality improvement project, the health care organization gathers performance data and information to determine how the organization is doing respectively to quality. After an organization gathers the necessary data and information pertaining to quality improvement, the organization can move into the assessment phase of a quality improvement project. The assessment phase helps the organization establish whether quality performance...
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...Continuous Improvement: A Process for Implementation Abstract This paper will explore the basic steps of a process improvement model utilizing the Deming cycle, or Plan-Do-Check-Act (PDCA), as a guide, in order to provide a framework for implementing continuous improvement. The first PDCA step is Planning, which has six tasks supporting the investigative planning process. The PDCA tasks include: 1) Describe the current process; 2) Collect data on the current process; 3) Identify and prioritize opportunities for process improvements; 4) Identify all possible causes; 5) Identify potential improvements; 6) Develop an action plan. The next PDCA step is the Do step and explains what is required for implementation of the selected improvements. The next PDCA step is the Check step. The Check step ensures a thorough review of the planned opportunity improvements from the previous steps as well as the execution of a supporting data collection effort. The final step is the Act step and is a culmination of all the previous PDCA steps, which results in a decision to adopt, adapt or abandon the selected improvements. The conclusion of this paper explains how the PDCA process improvement model can be utilized as a framework for implementing a continuous improvement. Introduction According to Neave (1987), in 1982 Dr. W. Edwards Deming provided one of his first statements regarding continuous improvement. He wrote,“Search continually for problems, to constantly...
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...Running head: QUALITY IMPROVEMENT PLAN PART II Quality Improvement Plan Part II Cheryl Wright University of Phoenix HCS 588 Cynthia Hughes July 16, 2012 Quality Improvement Plan Part II Quality improvement is a hospitals process to advance the quality of care and outcomes for patients using an explicit set of philosophies and procedures (Walker, 2012). This paper attempts to describe some of the areas of potential advances for quality improvement at Washington County Regional Medical Center (WCRMC) nursing unit. One principle of quality improvement is measurement, which is the collection of data to improve patient care. Using these measurements and tools can help leaders understand the direction of quality in the organization. Areas of Potential Improvement for the Organization. The areas of consideration for improvement at WCRMC are emergency room wait times and discharge instructions. Both of these improvement areas have financial and influence for the health care organization. Emergency room wait times can reduce the market share and financial stability of the health care organization. Discharge instruction if given appropriately by the nursing staff can reduce the readmission rate for WCRMC, along with financial gain and improve the satisfaction of the patient experience. These are just of couple of measures WCRMC can use to align the mission of the organization and the commitment of improving performance. There are several models and tools for collecting...
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...could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management (TQM) as the key to enhance overall performance. As customer expectations increased and performance improvement initiatives were implemented, quality evolved from a product specific focus to an organizationwide effort, from a separate manufacturing function to a strategic business initiative. The quality function was expanding, and with that came new practices concerning continuous improvement. In the late 1980s and early 1990s, several countries established programs to recognize the inventive, yet effective, quality practices taking place—once again, after Japan, which began honoring quality practices in the 1950s. The criteria of most of these award programs encouraged strategic initiatives in the approach and deployment of quality practices. But as with most successful quality initiatives, the award programs underwent continuous improvements in design and administration. In their pursuit of TQM, organizations around the world began turning to quality award programs for more than just the recognition such programs offered. Industries realized that the awards also offered models and tools for implementing a quality strateQU A L I T Y P R O G R E S S I A U G U S T 2 0 0 0 I 41 A C O M P A R A T I V E A N A LY S I S O F N A T I O N A L A N D R E G I O N A L Q U A L I T Y A W A R D S gy, benchmarking best practices...
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...IJFPSS, Vol.1, No.2, pp. 35-38, Dec, 2011 H. Darestani Quality excellence model: A review of researches in Developing countries Wan Khairuzzaman Wan Ismail1, Hassan Darestani2*, Maziar Azimzadeh Irani3 1 2 International Business School (IBS), Universiti Teknologi Malaysia (UTM), Malaysia Faculty of Management and Human Resource Development, Universiti Teknologi Malaysia (UTM), Malaysia, 3 International Business School (IBS), Universiti Teknologi Malaysia (UTM), Malaysia dhassan2@live.utm.my (Received Nov 2011; Published Dec 2011) ABSTRACT There have been fundamental changes in management since 1950, and these changes are still affecting enterprises around the glob. Quality as the main issue of these changes has received special consideration. The European foundation for quality management (EFQM) was established in 1988 in order to achieve quality leadership and continuous improvement. EFQM is a model which is designed for all kinds of organization and with utilizing self assessment as a strategic tool helps companies to identify their weaknesses, strengths and areas of improvement. This paper reviews some of the studies conducted in developing countries about applying EFQM in enterprises with special attention to small and medium-sized enterprise (SMEs). The main purpose of this study is to find whether EFQM model have been successful in building winning and efficient organizations in developing countries. Due to the situation of global market and competitive...
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...Quality Improvement Plan Part II Quality improvement is a hospitals process to advance the quality of care and outcomes for patients using an explicit set of philosophies and procedures (Walker, 2012). This paper attempts to describe some of the areas of potential advances for quality improvement at Washington County Regional Medical Center (WCRMC) nursing unit. One principle of quality improvement is measurement, which is the collection of data to improve patient care. Using these measurements and tools can help leaders understand the direction of quality in the organization. Areas of Potential Improvement for the Organization. The areas of consideration for improvement at WCRMC are emergency room wait times and discharge instructions. Both of these improvement areas have financial and influence for the health care organization. Emergency room wait times can reduce the market share and financial stability of the health care organization. Discharge instruction if given appropriately by the nursing staff can reduce the readmission rate for WCRMC, along with financial gain and improve the satisfaction of the patient experience. These are just of couple of measures WCRMC can use to align the mission of the organization and the commitment of improving performance. There are several models and tools for collecting data. Models There are several models for collecting data in the health care organization determining the method is responsibility of the organization. One model is the...
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...Quality Improvement in Healthcare In today's healthcare industry, many facilities search for ways to obtain an advantage from other facilities in the market. One way to obtain an advantage over other facilities is to have a reputation of providing the highest quality of care to the patients. Maintaining and continuously striving to improve the quality of various processes and procedures within the facility is important. Foundation frameworks, stakeholder differences, roles of clinicians and patients, need for quality management, areas to monitor, regulatory agencies, and resources represent the various points that will be addressed throughout the paper. Foundational Frameworks of QI There are several foundational frameworks within the subject of QI. There are several QI models derived from ideas and theories of leaders. According to Ransom, Joshi, Nash, and Ransom, (2008) PDSA/PDCA, API, FOCUS PDCA, Baldrige Criteria, ISO 9000, Lean, and Six Sigma represent various frameworks used to improve the quality of healthcare. Edward Deming described the Plan-Do-Study-Act (PDSA) cycle a plan to learn and improve the quality of work dated back to 1950s. Later Walter Shewhart developed the Plan-Do-Check-Act (PDCA) cycle for the basis for planning and expressing QI endeavors. The PDSA/PDCA model helps the facility to focus on how to plan for the improvement, how the improvement will be implemented, how the improvement will be identified/monitored, and what was learned from the...
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...Cass Community Social Services QI Plan- Pt. 2 July 21, 2014 Lisa Griffith/University of Phoenix Ismael Caicedo/Instructor C Lean Model: This model defines value by what a customer (i.e., patient) wants. It maps how the value flows to the customer (i.e., patient), and ensures the competency of the process by making it cost effective and time efficient. The pros of the Lean model include eliminating majority, if not all forms of waste. Another pro to this model is it helps organizations to increase competitiveness and reduces operation cost. A con to this model is that support has to come from every level within the organization and because people do not adapt to change very well, this can be a difficult task, especially in larger corporations. Another QI tool is the FADE model. FADE stands for Focus-define process to be improved, analyze-collect and analyze data, develop-develop action plans for improvement, execute-implement the action plans, and Evaluate-measure and monitor the system to ensure success. Six Sigma is a business strategy that seeks to identify and eliminate causes of errors or defects or failures in business processes by focusing on outputs that are critical to customers (Snee, 1999). It is also a measure of quality that strives for near elimination of defects using the application of statistical methods. A defect is defined as anything which could lead to customer dissatisfaction. The fundamental objective of the Six Sigma methodology is the implementation...
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...Process Improvement : Prioritization and Scientific Approach What is a process? A process is no more than the steps and decisions involved in the way work is accomplished. Everything we do in our lives involves processes and lots of them. Examples: ( writing a work order, conducting a drill, performing a test ) Who owns processes? Everyone has a stake in one or more processes. Groups of individuals usually share in—and “own”—the activities which make up a process. But the one individual who is ultimately responsible and accountable for the proper working of the process is known as the “process owner.” The process owner is the immediate supervisor or leader who has control over the entire process from beginning to end. A process owner may choose to be a team leader and participate directly in the actions of a process improvement team. Or, the process owner may decide to delegate the team leadership role to another person who is knowledgeable about the process. Whatever the case, it is very important for the process owner to stay informed about the team’s actions and decisions affecting the process. What is process improvement? “Process improvement” means making things better, not just fighting fires or managing crises. It means setting aside the customary practice of blaming people for problems or failures. It is a way of looking at how we can do our work better. When we take a problem-solving approach or simply try to fix what’s broken, we may never...
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...CONCEPTUAL VALUE CHAIN MODEL FOR ORIGIN ENERGY 13 Table of Contents EXECUTIVE SUMMARY _____________________________________________________________ c 1 Introduction __________________________________________________________________ 1 2 Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________...
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...Organizational Systems and Quality Leadership Task 2 Mark Woodard Western Governors University This paper will analyze the cause of the sentinel event which occurred to Mr. B, a sixty seven year old patient which presented to the emergency room with left leg pain. A root cause analysis will be necessary in this case to investigate the causative factors which led to Mr. B’s sentinel event. The factors in this unfortunate case weather they were errors in his care, or hazards in the system will be identified. The Change theory will be used to develop an improvement plan that will be used to decrease the chances of a reoccurrence of the sentinel event that happened to Mr. B. in the scenario. Root Cause Analysis A root cause analysis, is a system that is used to develop a plan that will identifying the causative factors of an adverse event and formulate a plan to decrease the occurrence or chances of a sentinel event. A team consisting of , a member of the hospital administration, a pharmacist, a respiratory therapist, a charge nurse or nurse manager, a physician, and a member of the family board should be brought together to perform a root cause analysis in this case. These team members would have a meeting to discuss the factors that led to Mr. B’s sentinel event. The first step would be for the team to begin interviewing the staff involved with the case to gather as much data as possible. The data that would be needed include, Mr. B’s vital...
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...planning and development of these programs by teacher and students (Saylor and Alexander, 1966). Curriculum development is a complex undertaking. Its complexity and difficulty are perhaps heightened by the usual absence of a set of clear ideas or models and planning and the how and theory of curriculum planning and development (Beauchamp, 1961). ASSUMPTIONS OF CURRICULUM PLANNING (Saylor and Alexander, 1966) 1. Quality in educational program has priority in educational goals. 2. The curriculum itself must be dynamic and ever changing as new developments and needs in our society arise. 3. The process of curriculum planning must be continuous, not limited and must be dynamic. 4. No master curriculum plans will serve all schools. 5. Many individuals participate in curriculum planning. 6. Procedures of curriculum planning vary from system to system, from school to school, and from classroom to classroom, but they must be logical, consistent and identifiable in each situation. MODELS OF CURRICULUM DEVELOPMENT The term “model” as discussed by Oliva (1982) rates with scenario as one of the most abused words in current English usage. While a scenario may turn out to be any plan or series of events, a model may...
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...The quality improvement project I chose to critique focused on decreasing the occurrence of postoperative surgical site infections following a cesarean delivery. This project was initiated in August 2014 at the hospital in which I am employed. It was started in response to our elevated number of surgical site infections. The rates of surgical infections had been slowly increasing over the previous year but stayed below our benchmark of 1 out of every 100 procedures. When our infection rate rose to 3.32, it was clear that an intervention needed to occur and the quality improvement project was launched. During this quality improvement initiative, a bundle of recommendations was created to address several areas of concern in regards to infection...
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...published by the Department of Health addresses twelve fundamentals, which are important guide lines in providing holistic care for the patient admitted in this ward.. Food and drink is one such area, which is the focus of my service improvement initiative. The change I propose was to introduce different colour lids for the water jugs to indicate fresh water is being provided twice a day in the ward where I was under going my recent placement. This ward caters “step down” patients who are initially admitted to cardiac care unite, thus involvement of multidisciplinary team and interprofessional working is essential. The paper ‘Making a Difference’ Department of Health (1999) suggests that ‘effective care is the product of interprofessional working. Professionals working in collaboration provide care which is designed to meet the needs of the patient’ I shall use a model of reflection in order to describe the proposed change I have suggested. Reid (1993) suggests ‘that reflective practice is potentially is both, a way of learning and a mode of survival and development once formal education ceases’. I have chosen Gibbs model (1988) of reflection as it incorporates the following: description, feelings, evaluation, analysis, conclusion and an action plan thus Gibbs’ reflective cycle encourages me to think systematically about the phases of an experience and therefore I shall use all the headings to structure my reflection. Discussion under the sub-heading ‘analysis’ will include...
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...NAME : ADMIN NO : DIT-035-0181/ UNIT : SOFTWRE ENGINEERING TOPIC : CONTINOUS PROCESS CONTROL Continuous Process Improvement Quality is a never ending quest and Continuous Process Improvement (CPI) is a never ending effort to discover and eliminate the main causes of problems. It accomplishes this by using small-steps improvements, rather than implementing one huge improvement. The Japanese have a term for this called kaizen which involves everyone, from the hourly workers to top-management. CPI means making things better. It is NOT fighting fires. Its goal is NOT to blame people for problems or failures. . . it is simply a way of looking at how we can do our work better. When we take a problem solving approach, we often never get to the root causes because our main goal is to put out the fire. But when we engage in process improvement, we seek to learn what causes things to happen and then use this knowledge to: * Reduce variation. * Remove activities that have no value to the organization. * Improve customer satisfaction. Process improvement is important as Rummler & Brache's research (1995) showed that process account for about 80% of all problems while people account for the remaining 20%. Steering Committee and CPI Teams One way to get CPI started is to set up a Steering Committee (SC). Although everyone in the organization is responsible for CPI, the SC follows all ideas from conception to completion. Some...
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