Developing New Designs And Initiatives

The Johns Hopkins Health System Corporation is a not-for-profit organization devoted to providing the uppermost quality patient health care in the treatment and prevention of human illness (Johns Hopkins Medicine, 2015). The Johns Hopkins Health System is the solitary member of Johns Hopkins Bayview Medical Center. The Johns Hopkins Health System is integrated in the State of Maryland to devise policy among and provide central management for the Johns Hopkins Health System and affiliates. Moreover, the Johns Hopkins Health System provides assured shared services, including purchasing, legal, organization of advertising and other functions for which Johns Hopkins Bayview Medical Center is charged separately (Johns Hopkins Medicine, 2015;

The reasoning to Intermountain Health Care’s approach to the management of health services can be related back to a ‘crazy’ idea James was introduced to in a Lecture he attended conducted by Dr. W. Edwards Deming. This idea argues that higher quality could lead to lower cost. As we identified previously, IHCs business goals relate to the optimization of processes and services in order to minimize the quality of waste in terms of cost. This sort of business model will produce a high quality business, reflecting optimisation of processes and resources which will aid positive services to patients - whilst maintaining the financial stability of the business in the most effective way possible.

Goal#1 AONE 2i Knowledge of Healthcare Environment: Work on assessing areas for Quality Improvement in the organization by attending various meetings related to quality

There are external and internal reasons that drive healthcare organizations to improve their quality of healthcare. External reasons for quality improvements come from governments, insurers, and consumers requiring that healthcare organizations provide and continue to improve on high-quality and safer health care. The internal reasons for quality improvements come from staff who work within these healthcare organizations. The quality of healthcare differs from city to city and even from country to country. In order for healthcare organizations to meet the quality of care expectations demanded and set themselves apart from other healthcare organizations, they pursue becoming accredited. One must understand what accreditation is, the history of accreditation and what the future holds for accreditation, in order to understand how being accredited can improve the quality in healthcare.

Healthcare is the single largest business around the world and plays a vital role in society today. The desire to enhance quality of care in healthcare delivery has increased tremendously.

California Hospital Medical Center (CHMC), has seen several changes over the past decades. Upon its creation in 1887 as the very first hospital in Los Angeles (LA), CHMC remains a cornerstone of LA and a recognized leader in excellence, innovation and community service. CHMC is a member of the Dignity Health and is accredited by the Joint Commission. The hospital provides services to patient populations ranging from pediatrics to geriatrics, emergency medicine to gynecology, cardiology to obstetrics, transitional care unit to rehabilitation services, obstetrics to neonatal intensive care units, surgical services and cancer center. CHMC internal strength, lies in the hospital’s reputation as a dynamic and forward thinking organization. The following functional areas will be examine in light with the hospital’s internal strengths: clinical operations, information systems, marketing, clinical support, human resources and financial administration.

The Institute of Medicine of 2001, states numerous areas where healthcare is failing patients, stating delivery of care is often overly complex and uncoordinated, leading to a slowdown in care rather than improved efficiency in regards to patient safety (Institute of Medicine, 2001). To account for the incommodious system, the Institute of Medicine discusses in a health policy review released titled Crossing the Quality Chasm: A new Health System for the 21st Century. six aims for improvement of quality. The six aims for improvement are built around the core of healthcare to be built around safety, effectiveness, timeliness, efficiency, equitable and patient centeredness (Institute of Medicine, 2001). A healthcare system that achieves gains in these areas would be better off at meeting patient needs according to the Crossing the Quality Chasm review.

In today's economy, we need to be cost efficient without risking the patient outcome. Strategies that implement high quality of caregiving the health workers resources and education to promote quality care. Focusing on all employees that are involved giving them a safe work environment. With a plan for action that can be implemented, monitored and evaluated with the expected outcome of quality care for the patient and a safe work environment for all

Another method used by various and many organizations is product improvement. Product production improvement is preferred by improving the product more and the product will produce more. There are several quality factors that lead to patient satisfaction while patients are looking for improvements. By health care organizations such as Madison Hospital keeping up with improving their services and providing one step above their competition is key to keep patient satisfaction rates up. One advantage of using product improvement is showering customers the hospital cares about the services provided while considering their customers (or patients in this case). In addition, health care quality services also require other areas that need improvements. Such as staff training, continuing education, updating technology, and plenty more. All of these require many resources not only for improvements but for financial resources as well. Improvement on these can be a little more challenging to improve at any health care services.

In recent years despite the focus on quality and safety improvements mandated for healthcare organizations, there continues to problems with maintaining and implementing the procedures. A greater emphasis related to team organization and support conditions are required for effective quality and safety collaborative efforts (Matthaeus-Kraemer, Thomas-Rueddel, Schwarzkopf, & Poidinger, 2015). The measuring of quality healthcare has increased because of the competition between organizations causing consumers to remain loyal to a service provider they perceive provides higher quality and safety care (CITE). The impact of deficient quality care is greater than the loss of a customer but the ability to attract new customers (CITE).

The site explains the primary objective in Memorial Hermann Hospital, which is mainly about advancing Health, reforming healthcare and bringing together all characteristics of the health system - care delivery, physicians and health solutions to construct a truly integrated health system. The site also offers an in depth study on Memorial Hermann hospital and its reputation of being the largest non-profit health system in Southeast Texas with several hospitals and innumerable specialty programs and services located throughout the Greater Houston area.

In healthcare, quality improvement is imperative in providing improved health services in order to accomplish desired health outcomes. Healthcare organizations need to achieve performance results, improve quality, systems change and be patient centered. For an organization to achieve improvements, it needs to understand its own delivery system and processes and address them both to get effective results. Patients are the focus of quality improvement, which involves effective treatment and patient satisfaction.

The Baldrige Performance Excellence Program is a current model using certain criteria for purposes of improving quality and risk management. Health care organizations and risk managers around the country utilize this model to boost safety processes and outcomes. At the other end, a final goal is sought to reduce cost and get positive results for the organization. Criteria within the Baldrige model focuses on the successful operation of health care organizations that corroborate between units and departments, including leadership and performance, while also considering Joint Commission accreditation, Magnet status, and the Institute for Healthcare Improvement initiatives (The National Institute of Standards and Technology, 2014). The goal of the Baldrige model is to lead all components of the organization to be unified and productive as a whole, manage change, and examine and analyze data in order to be competitive and successful in the healthcare market.

When discussing appropriate use of resources to improve the health of both individuals and the entire population, it is necessary to include terms like healthcare quality, effectiveness, and efficiency. According to the IOM, healthcare quality is defined as the degree to which health care procedures for individuals or populations increase the desired health outcomes and are consistent with the current professional knowledge. Quality should achieve similar outcomes for both individuals and the population of a given location. Quality can be categorized by structural elements, processes, and outcomes for metric evaluation. Structural elements include the material and labor utilized by an organization, and processes involve the delivery of

Health care organizations are complex and require several interconnected parts to operate effectively. The employees, hospital staff, and administration work together to ensure that a health care organization runs properly. Sometimes health care organizations grow so large that the overall quality of the organization is diminished. Healthcare organizations are constantly changing and discovering ways to improve quality. Improving the quality of healthcare organizations is a challenging task. Individuals who are in charge of improving the quality of a health care organization must be highly trained and have clearly communicated goals. If the quality of a health care organization is improved, then its patient’s employees, hospital staff, administrators and surrounding community will benefit.