...Background ThedaCare is an integrated healthcare delivery system in Wisconsin. Introduced Lean, or the Toyota Production system, to its five hospitals and 27 physician’s clinics in 2003. The implementation of Lean changed quality management from a crisis reaction system to a system that is proactive in its methods, processes and strategies to improve quality. The changes are a result of cultural changes, visual management and inclusion of the front-line in continuous improvement. Introduction Healthcare must change to a new approach. An approach that is based on the consumer’s demand for improved outcomes and reduced costs. This is leading healthcare organizations to adopt a culture of lean. Lean is a set of principles and quality improvement ideology (Toussaint and Berry, 2013) Lean methodology has been effective in manufacturing and has been effective in healthcare. Lean applies the scientific method to problem solve, a different approach to management role. Management’s role is to facilitate, mentor, and as coach frontline workers to identify and solve everyday issues. The challenge to lean adoption in healthcare the quality manager’s role changes from identifying and tracking to one of reducing risks of adverse effect and assisting with improvement quality processes. The transformation to lean at ThedaCare was to improve every aspect of the patient experience and deliver improved quality at a lower cost with a better staff morale. Key points Benchmarking performance...
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...MGT/521: MANAGEMENT September 13, 2010 Jerry Davis Executive Healthcare Management This is an exciting time for healthcare management. Healthcare is changing more rapidly than almost any other field. The field is changing in terms of how and where care is delivered, who is providing those services, and how that care is financed. The world as we know is changing incredibly fast. Because of the rising costs many hospitals have downsized utilizing more acute care centers. What really have happened to healthcare management are the institutions required talented people to manage the changes taking place. In their roles, healthcare executives have an opportunity to make significant contributions to improving the health of the communities their organizations serve. With growing diversity in the healthcare system, executives are needed in many settings, including but not limited to clinics, consulting firms, health insurance organizations, healthcare associations, hospitals, nursing homes, physician practices, mental health organizations, public health departments, rehabilitation centers, skilled nursing facilities, universities and research institutions. As we move into the 21st century an estimated 100,000 people will occupy health management positions at numerous organizational levels, from department head to chief executive officer. Requirements for senior-level positions in healthcare organizations are demanding, but these jobs offer opportunities to improve...
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...the rapid changes in a health care system around the world, healthcare organizations need to develop strategies that will help the organization to sustain with any difficulties that may arise. Healthcare systems expand their cultural leadership strategies in order to gain a thorough understanding of situations (Johnson, 2009) that will effectively improve their operations in community. Healthcare organizations use both the dynamic culture leadership (DCL) and the omnibus leadership as a model for implementation and a strategy for their success (Johnson, 2009). This paper will compare and contrast the strategies and applications of both model in an effective healthcare facilities that is committed in improving the health of the community As traditional leadership model fails to integrate the aspects of environment, cultural distinctiveness and higher power influences, the omnibus leadership model (OLM) was created to evaluate leaders and their leadership styles (Johnson, 2009). Under the omnibus leadership model, healthcare organization mission can be clearly defined only if the healthcare organization has appropriate resources; on the other hand, under the dynamic culture leadership model, health care system need to clearly state its mission so the employees can understand and know what is expected from them in the facility in order to better serve the community (Roberts, 2013). Few of healthcare organizations are unsuccessful in providing the necessary services...
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...Operations Management and Healthcare Nicholas Drzycimski Operations Management SCMS 3510-003 University Of Memphis November 9, 2015 Introduction Most people would agree that access to healthcare is an issue with definite room to improve; there are constant demands from both taxpayers and the society for change. Organizations which provide healthcare are faced with economic limitations and constraints, long waiting times and queues of patients. Healthcare organizations are also affected by strict budgets that prevent them from procuring additional resources. One solution to combat all three of these constraints simultaneously would be to implement ideas and concepts from the Operations Management field of business. The most effective concept would likely be Lean production, that is, limiting as much waste as possible while using what resources are on hand to their most effective state possible. Of course, this is a very difficult goal to achieve when dealing with the unpredictability of day-to-day operations at a hospital, but measures can and should be taken to limit as much waste as possible and maximize efficiency of resources used. While new ways to implement more ideas and concepts of Operations Management into the healthcare industry are constantly being researched, there are aspects and tasks that are performed in a Hospital that can be considered the operations of a hospital. The goal of this paper is to explain some of these operations of a hospital...
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...Securing sustainable healthcare, requires alignment of environmental sustainability, financial sustainability and social sustainability to achieve co-benefits for current and future generations. For this activity, we were asked to consider sustainable health care applied within the context of our own organisations and teams. A summary can be found in Appendix A. Key lessons about sustainable healthcare that can be applied to my team and organisation Undertaking this activity has highlighted to me the lack of a visible organisational drive for sustainable healthcare activities within my trust. ‘Sustainability’ is one of our 4 strategic objectives, but when reading this objective summary (Appendix B) and the trust business plan, I have always interpreted this as financial sustainability and implementation of lean processes. In the infrequent newsletter drives to reduce paper usage and switch off computers and lights, it is always the financial savings that are referred to. No mention is ever made that these actions mitigate environmental impact. Some of the greater adaptive changes we have made though are evident, including the design of new buildings, tree planting in the grounds, the lighting systems and air recirculation systems for temperature control; the messages we send out to staff and put in the media for our local community about...
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...centralized primary care facilities. The purpose of this paper is to look at forces that have influenced the development of the clinic, a mission statement, key performance indicators to measure effectiveness, decisions regarding clinic expansion, the role of the clinic in the community, and influences of public healthcare policy on outpatient clinics. Discuss the key political, economic, and social forces that may have influenced the development of the clinic. Politics can hamper development of private healthcare organizations by compromising quality, limiting accessibility or feasibility, or increasing the cost of healthcare through laws, regulations, policies, requirements of private practice, and monitoring of services (Griffith & White, 2007). The primary care clinic must balance the requirements and regulations of private practice while creating a market for quality healthcare in the community marketplace. The clinic model has advantages over other models in that it allows practitioners a level of economy in sharing their medical facilities, equipment and staff with others, minimizing overhead and allowing them to keep the rising cost of healthcare lower by sharing equity. Improved patient quality is also provided by medical specialists involved in primary care in a single cohesive environment, and patient satisfaction can be increased through a well-managed plan of diagnostic, treatment and billing services. Primary care clinics offer an outlet for a variety...
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...The vision of Banner Healthcare is “We will be a national leader recognized for clinical excellence and innovation, preferred for a highly coordinated patient experience, and distinguished by the quality of our people” (Our Non-Profit Mission, 2015). Banner spans over seven different states including Arizona, Alaska, California, Colorado, Nebraska, Nevada and Wyoming. This healthcare system is a non-profit organization that aims to service its communities in returning all profit made into regenerating the community. According to the Banner Health this reinvestment goes towards new hospital beds, expanding patient care services, new physician services, new technology, maintaining existing equipment and facilities and paying employees’ salaries. By giving back to the community in such a large capacity, it enables both patients and physicians the incentive to continue utilizing the system that ultimately saves billions in healthcare revenue costs annually. Addressing the health care needs of citizens of the United States in the next decade is no small task. Like many hospitals and health care systems, Banner compiles data to highlight the ingenuity behind the machine that it banner and Medicare. The Care Management program that banner deploys gathers data from each of their twenty-five hospitals and measures the performance against national standards to improve how patient care is executed. Through finding strengths and weaknesses the health care is then reengineered and the weakness...
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...an aspect of life that is important to some and non-important to others. In my personal opinion, we all have some form of spirituality and sense of being within us, even though it may be blocked out consciously and emotionally from someone. Disasters can change someone obviously physically, but internally as well. Disaster can cause a sense of impending doom that can come and go after the disaster has ended. This may lead someone to lean on spiritual aspects, or it may cause the reverse and enable someone to change their beliefs and initiate negativity and hopelessness. Communities can develop a sense of distrust in each other, in their faith, and in their future. The spiritual strength that held a community together previously to the disaster could become disrupted and can result in complete chaos and misunderstanding. For healthcare providers, the aspect of spirituality can be brought to light quickly when being involved in a disaster. The feelings of sadness, despair, and grief from viewing trauma to innocent individuals may cause healthcare providers to seek religious and spiritual healing to restore their faith and guidance. Understanding an individual’s view on spirituality and its possibility to help an individual heal is necessary, especially in a time of disaster, regardless of the cause. A community health nurse can assist in spiritual care of individuals, the community, and colleagues by recognizing and assessing for this trait and the individual and community...
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...Agile Care Team model Name: Institution: Agile Care Team model The current concern in most health care organizations is to devise the appropriate ways that will embrace the management of the departments within the premise. That should create, update, and continuously improve health care delivery aligned with the triple aim initiative. Mostly, their primary goal is to provide appropriate levels of patient care as well as care quality. Additionally, they target the patients and member population as well as well as the optimization of the costs for health care delivery. Thus, health care providers should learn from and implement Lean methodologies since the priorities focus on process efficiencies and health management outcomes. Notably, the focus of the approach is to understand and improve customer value within the organization. That will allow for remote access to various products and services. The improvement targets both the patients and providers, hence optimizing health care delivery. Agile Approach constitute the sequential execution of processes within a given period and provides a feedback loop to the clients to ensure solution validation. The goal of the model is to advance service delivery within various the hospitals since it enhances the relationship between the health providers and the patients. An example of a nurse-managed model The figure above illustrates the Triple Aim Model. Most health care models currently implement various...
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...Hospitals originated in the 17th century primarily as an institution to provide housing and basic healthcare for the poor. It provided a haven to quarantine individuals to prevent the spread of highly contagious diseases. The technologies and vaccinations available did not allow for the comprehensive care we rely on today. Those who could afford clinical care would pay doctors and nurses to provide services in their home. In the early 19th century, as industrial cities became more populated, the demand for clinical and institutional care grew. Medical technology and scientific innovation made ambulatory healthcare available, yet there was not enough capital to support building large institutions viable to facilitate it. Religious organizations, philanthropists, and local governments built private and public institutions designed to deliver ambulatory, inpatient, and emergency care to local populations. By the beginning of the 20th century, hospitals became capable for research, development, and scientific discovery. Facilities became very large, housing and treating patients as well as facilitating medical research. Modern hospitals now provide clinical care to the most complex and critically ill patients while researching, innovating, and advancing medical technology. With increasing demand for treatment of chronic care, as well as the advancements in acute ambulatory care, modern hospitals have integrated vertically and horizontally to diversify their brand and provide an...
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...FOR IMPROVING HEALTHCARE DELIVERY AND ORGANIZATION PERFORMANCE The present report is focused on identifying strategies for defining, measuring, and improving performance of the healthcare delivery system in any organization. The scope of the report is kept limited to the frontline health service delivery system like hospitals and clinics which directly interacts with patients. The main objective of the report is to identify important determinants of organizational performance in healthcare and to present examples of solutions which can improve its functioning and performance. Identifying present performance: Before formatting future strategy for any organization, it is important to evaluate its present performance. It is important for any organization to deliver healthcare of high quality, high efficiency, easy accessibility, and easy utility; to be considered as a high performance organization. Additionally, the high performance organization must be open to enable learning and to have well planned strategies to access support from different parts of the society to attain sustainability. Thus section discusses the six main outcomes required by high performance organization which are quality, efficiency, utilization, access, learning, and sustainability. 1. Quality: Research on the clinical quality of the healthcare is as old as the healthcare delivery system itself. The researchers identify clinical quality as safe and medically appropriate healthcare. Furthermore,...
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...Table of Contents Executive Summary 2 Introduction 5 Company Background 7 Quality Intitiatives 9 Key Observation Points 11 Comparative Analysis 12 Concluding Remarks 13 Future Recommendations 15 Appendix 17 References 21 Executive Summary Coventry’s roots can be traced back to November 21, 1986, the date the company’s predecessor company, Coventry Corporation, was incorporated. Coventry Health Care, Inc. became a public company in 1991, and is currently listed on the NYSE with ticker symbol "CVH". Since the company’s inception, the building blocks of “The Coventry Model” have remained financial discipline and service excellence. The company’s senior management team has long understood those two objectives need not be mutually exclusive. As an organization, our long-term success depends on the ability to translate our commitment to affordable and accessible health care into real change. We look to four principles to guide us as we strive to provide exceptional value for members, employers, and providers: Easy and Simple Experience Everyone at Coventry is uncompromising in their commitment to ensure that all our customers have an easy, simple, and productive experience – whether enrolling as a new member, refilling a prescription, or filing a claim. Operational Excellence We pay fanatical attention to operational excellence, continually refining the advanced platforms and processes that are essential to what we do: delivering...
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...Institute of Medicine’s 2010 report on the future of nursing discusses the challenges facing both utilizers and providers of health care since the birth of the Affordable Care Act. In 2010, our country’s healthcare system experienced a major reconstruction second only to the evolution of Medicaid and Medicare in 1965. As of May, 2014 we saw approximately 20 million Americans newly insured under the ACA (Patient protection, 2015). In addition to recognizing the hurdles produced by such a significant alteration in health care, the goal of the report is to offer ideas, inspiration and an action oriented plan to aid in the efforts of health care workers offering unified, continuous and affordable excellent care that is available to everyone and that points us all in the direction of overall better health outcomes (The future, 2010). This paper will focus on the report’s impact on nursing education, primary care practice, nursing leadership and the changes that will result in my own personal practice as a result. Impact on Nursing Education Who we are treating is changing. How we are treating them is changing. This overhaul in healthcare demands nurses adopt a new perspective with which to meet these changes. With the evolution of the historically uninsured now being able to access healthcare, our approach to nursing must bend and flex in order to meet the needs of our new patient population. The second key message in the report talks about nurses achieving higher levels of education, earning...
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...Doctors noticed that there was proof that the functioning of the human body can be affected by other factors such as stress and emotions which, can lead to diseases such as ulcers and high blood pressure. This model brought to light the realization that treating the human body is complex because when the physical body is not well the mentation of the patient is affected resulting in exacerbation of other diseases such as high blood pressure and ulcers. The third era, Body/Mind/Spirit model is an advancement of the Body/Mind model discovered in the 1990’s. The healthcare professionals realized that there is scientific evidence that supports the existence of a spiritual component that suggests that patient’s outcomes can be impacted by other people’s actions without their knowledge. In this third Era the patient’s health is impacted by their cultural and community affiliation and this present a challenge to the healthcare providers as they collaborate the care of the patient because there are some variables created by this intrapersonal relationship that is boundless and significantly affects the treatment plan and patient outcome unlike the second era which only dealt with the body-mind (Dossey, 1990). According to Weil (2004), components that contribute to wholeness include elements and forces that makes the human being a dynamic entity that is constantly destroying and re-creating its equilibrium. Models and Professional Presence The model that aligns with my professional...
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...Healing Hospital Introduction Health care delivery has always centered on holistic approach to patient care and all nursing education revolves around this concept of comprehensive nursing care and delivering a holistic nursing care to the patient. Addressing the patient as a whole not only means curing his disease but also respecting his social, physical, cultural and spiritual values. Healing hospitals are built keeping this in mind. Every human being is religious in one way or the other and leans on to the hope that his God will surely give him deliverance from this physical ailment’s hospital environment should facilitate this. Components of a Healing Hospital According to Chapman 2007 the healing hospital is a concept that more than anything else, it supports the culture of caring. Therefore love is the core of healing. A healing hospital is built on the olden belief that love is at the center of healing. The Healing Hospital represents a vision of true quality built on the most important belief of human existence- loving one another (Chapman, 2007). Their idea is supporting a strong background of caring for their patients and caregivers. Healing Hospitals employ the three symbols of loving services which are: 1. A Golden Thread that symbols faith in god to represent positive tradition of healing, 2. A pair of intersecting circles that symbolizes hope that flow into and out hearts when we experience loving encounters 3. The red heart that symbolizes love. Our...
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