Using the DMAIC Tool in the Improvement Process

Using the DMAIC Tool in the Improvement Process

In your own words, describe the main stages performed to improve the Monroe County hospital (emergency department – wait time) to enhance the overall performance.  ( 150 – 200 words ) ( 3.5 marks )

The improvement process at Monroe County Hospital utilized the DMAIC tool with five key stages, including defining, measuring, analyzing, improving, and controlling. In the first stage, improvement efforts focused on defining the operational problems at the facility, which emerged to be delays in the emergency department (ED) wait times (Whitley et al., 2021). The idea was to improve the quality of care, revenues, and customer satisfaction. In the second phase, the task force collected data from the process to establish a baseline for improvement. The primary key performance indicators (KPIs) were monthly rates of patients leaving without treatments (LWOTs) and patient satisfaction scores (Whitley et al., 2021). The third stage involved the analysis of data to find the root cause of LWOTs. The team used a SIPOC diagram tool to identify critical metrics for analysis, including inputs, processes, suppliers, customers, and outputs of the ED process. These measures were important as they would address the waste and inefficiencies at the hospitals. The fourth stage was the improvement process, entailing developing, testing, and implementing solutions to improve LWOTs (Whitley et al., 2021). To achieve this milestone, the team engaged the physician group at the ED to complete an operational assessment regarding the flow of patients. Lastly, the institution adopted a control process to implement and sustain the improvements. This stage paid much attention to the internal audits, direct communication techniques, and data tracking.

Based on the project objectives, discusses the significance of linking the operational improvements with the business`s long term strategies.  ( 100 – 150 words ) ( 3.5 marks )

Integrating the facility’s operational improvements with the business`s long-term strategies is an important part of the solution to the challenge of sustaining Monroe County Hospital’s healthcare system. The process is concerned with redesigning and combining internal processes to improve patient outcomes and satisfaction. According to (Rosen et al., 2018), such an undertaking demonstrates responsiveness to the changing needs of the population and market sensitivity. Essentially, the move is meant to ensure that patients receive timely and quality care at the right place. The integration requires a thorough understanding of how patients move across various health departments, especially the ED. In the same vein, Rosen et al. (2018) assert that linking operational improvements with the business`s long-term strategies is more important to plan for the future for the institution’s healthcare practice to be successful in the long run. By planning for the unforeseeable, Monroe County Hospital can be better equipped to meet both patients’ and providers’ needs. Therefore, integration is a prerequisite for meeting efficiency and performance standards at the facility.

To which do you agree with the author indication that “Leaders must measure, track and know their organization’s numbers”. Explain. ( 150- 200 words ) ( 3 marks )

Yes, I agree that leaders must measure, track, and know their organization’s numbers. These numbers comprise healthcare organizations’ workflow, which, in turn, entails the set of tasks and set of people and resources needed to deliver quality care. Also part of this workflow is the interaction among the aforementioned elements of an organization’s numbers. However, studies show that, under some circumstances, the methods that hospitals use to get work done can begin to show stress (Tanzini et al., 2020). For instance, when an ED room is full, and it takes long hours for that room to be ready for other patients, the impact spreads throughout the organization. Essentially, this situation implies that several interruptions outweigh the number of planned works within a specified time frame in a healthcare facility; the effect is felt in terms of job satisfaction, slower progress, and lower-quality care. As such, organization leaders must track its workflow process and the interactions between these processes. This undertaking often provides insights that may lead to an improved design to achieve efficiency and effectiveness.

References

Rosen, M., DiazGranados, D., Dietz, A., Benishek, L., Thompson, D., Pronovost, P., & Weaver, S. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433-450. https://doi.org/10.1037/amp0000298

Tanzini, M., Westbrook, J., Guidi, S., Sunderland, N., & Prgomet, M. (2020). Measuring clinical workflow to improve quality and safety. Textbook of Patient Safety and Clinical Risk Management, 393-402. https://doi.org/10.1007/978-3-030-59403-9_28

Whitley, C., Fleckenstein, C., Smith, L., Kessler, H., & Bedgood, C. (2021). Case study: Improving patient treatment, satisfaction at a small hospital (pp. 48-51). ISE Magazine. Retrieved from https://www.iise.org/iemagazine/2021-05/html/casestudy/casestudy.html 

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Assignment 1

Deadline: 10/07/2021 @ 23:59

Course Name: Quality management	Student’s Name
Course Code: 424	Student’s ID Number:
Semester: Summer Term	CRN: 30058
Academic Year: 1441/1442 H

 

For Instructor’s Use only

Instructor’s Name: Dr. Majed Helmi
Students’ Grade:    Marks Obtained/Out of 10	Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

1. The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
2. Assignments submitted through email will not be accepted.
3. Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
4. Students must mention question number clearly in their answer.
5. Late submission will NOT be accepted.
6. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
7. All answered must be typed using Times New Roman (size 12, double-spaced) No pictures containing text will be accepted and will be considered plagiarism).
8. Submissions without this cover page will NOT be accepted.
9. Assignment -1 should be submitted on or before the end of Week- 5 .

Learning Outcome:

1. Use quality improvement tools and practices for continuous improvement to achieve the organizational change and transformation.
2. Develop analytical skills of identifying pitfalls, or quality concerns through assimilated and strategic planning.

Instructions to search the article (Case study):

Via your student services page, log in to the Saudi Digital Library. After your login with your student ID, search for the following article:

CASE STUDY. Solutions in practice by Chasatie Whitley, Casey Fleckenstein, Lorraine Smith, Hershel Kessler and Casey Bedgood https://www.iise.org/iemagazine/2021-05/html/casestudy/casestudy.html

ISSN: 1542894X

The article discusses the application of DMAIC in Monroe County Hospital – Forsyth, Georgia, to improve specified service aspects, and provide high quality health services to the citizens of Monroe.

Read the article ( case study ) , and answer the following questions:

1. In your own words, describe the main stages performed to improve the Monroe County hospital (emergency department – wait time) to enhance the overall performance. ( 150 – 200 words ) ( 3.5 marks )
2. Based on the project objectives, discusses the significance of linking the operational improvements with the business`s long term strategies. ( 100 – 150 words ) ( 3.5 marks )
3. To which do you agree with the author indication that “Leaders must measure, track and know their organization’s numbers”. Explain. ( 150- 200 words ) ( 3 marks )

Answers:

1. ……
2. …….
3. ……