HEALTHCARE SYSTEMS MANAGEMENT
Managing Quality to Promote Cost Effectiveness and Value-added Practices (graded)
Nursing leaders understand that to determine the level of success of an activity there must be opportunities to measure, analyze, and evaluate activity-based data. Consider a current National Patient Safety Goal or Institute for Healthcare Improvement care bundle.
Course outcomes
1
Investigate how a systems-approach is utilized in providing patient-centered and value-added care. (PO 4, 6, 7)
6
Describe a patient-centered model that uses clinical pathways, nursing care plans, and multidisciplinary action plans to assist in planning quality-driven and cost-effective care. (PO 8, 9)
7
Identify various team strategies for problem-solving that enhance patient-centeredness and value-added care. (PO 8, 9)
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What professional and organizational standards are met by these initiatives? How is the performance of staff related to these initiatives measured? Who analyzes them? Explain how the nursing staff is enabled and encouraged to maintain these standards that improve quality care.
Quality Control and Cost-Effective Care
No doubt, most workers in healthcare have heard of Six Sigma, LEAN, or the newer combination process called LEAN Six Sigma. Six Sigma is a specific process developed in manufacturing with a focus on improving quality and sustainability of products to improve customer satisfaction. As applied to healthcare, the use of Six Sigma strives to improve patient-care quality, ensure consistency, and improve patient satisfaction. LEAN is a set of methods or strategies to decrease the time frame to provide products and services (Van Leeuwen & Does, 2011). In healthcare, these methods or strategies decrease the time of consensus decision making and implementation and swiftly leads to positive results. The advantages of healthcare organizations using these combined methods is to improve the overall quality of patient care quickly, sustain the quality, and increase patient satisfaction, thereby improving the organization’s business performance.
In the combination, LEAN Six Sigma, there are eight categories of organizational waste that are addressed. These categories are (a) defects, (b) overproduction, (c) waiting, (d) unutilized talent, (e) transportation, (f) inventory, (g) motion, and (h) extra-processing (Van Leeuwen & Does, 2011). Like Six Sigma, LEAN Six Sigma uses the DMAIC phases of change, where D is for define, M is for measure, A is for analyze, I is for improve, and C is for control. Ultimately, through careful and purposeful use of LEAN Six Sigma, improved quality is assured.
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