Key Performance Indicators Analysis

• The promoters have been trying to promote the concept through press and meeting with retailers.

In February 2015, the JPS Emergency department achieved an overall rating of 60.0% which was a 1.7% drop from January 2015 and 1.8% drop from November 2014 (JPS, 2015). In categories such as communication with nurses and discharge information, the overall rating has steadily decreased while categories such as communication with providers and recommending the hospital has slightly increased. This is both indicative of JPS Health Network commitment to the patient experience as well as the justification of the patient advocacy program. Therefore, it is essential to introduce the patient advocate into the emergency room in-take process in the two areas of opportunities; communication with nurses, discharge information as well

Improving quality of health care for patients being discharged from the hospital with heart failure requires performance measures. A number of cardiac care programs have combined improvement interventions with clinical indicators to close the gaps between routine patient care and evidence-based care (Hickey, Scott, Denaro, Stewart, Bennett, & Theile, 2004). Process indicators are mainly aimed at improving clinical activities and assess what the health care team did for the patient (Wollersheim, Hermens, Hulscher, Braspenning, Ouwens, Schouten, Marres, Dijkstra, & Grol, 2007). In clinical indicators, the word process denotes

While yet to be proven commercially, the PI process claimed to be easy and cheap to incorporate into the

Wait times before surgical procedures improved 2.4 points (ie, a score based on percentage) from 85.7 to 88.1. Communication of information regarding delays that did occur improved 2.3 points from 85.9 to 88.2. Patient perception of how well staff members worked together improved 1.4 points from 95.8 to 97.2 with statistically significant gains at a .05 confidence level. The overall facility rating improved 1.2 points from 93.2 to 94.4, and ambulatory

In the case of an emergency department setting, a hypothesized method for using the Five Whys tool related to length discharge times may unfold as

Since I do not work in a health facility, I am not familiar with their function. I am familiar with a pharmacy operation, and I create an operational benchmarking for patients who want to wait for their prescription. Many patients when they come to the pharmacy want to get their prescription right away. However, this is not possible even if the patient is not a new patient. The waiting time can vary from 10 minutes to 1 hour depending on different factors such as:

We additionally try to determine the effects of actual responsiveness and perceived responsiveness. Boudreaux and O’Hea (2004) find that perceived waiting time is a strong predictor of patient satisfaction. If waiting time is longer than what is expected or considered appropriate, dissatisfaction will arise no matter how long the actual waiting time is. Wellstood, Wilson and Eyles (2005. p. 2364) also identify perceived and actual waiting time as determinants of patient satisfaction. As a result, we propose perceived waiting time and actual waiting time are both antecedents of patient satisfaction. We explore how much actual responsiveness time and patients’ perceptions regarding responsiveness time could predict patient satisfaction. We use

I find this very interesting because time is very important especially for stroke. Though there is another category for stroke care but some patients can’t express their complaints and requires more time to share it to the healthcare provider. Baylor HCP sees patients in 7 minutes while Texas Health is 22 minutes compared to 19.5 minutes for state average and 23 minutes for national average. The dimension focuses on timeliness. Per data, Baylor is doing good so far and Texas Health may need to review where they could improve on this data. This data of structural measure are reported under the Hospital Inpatient Quality Reporting(IQR) and Outpatient Quality Reporting OQR) programs. Patient overflowing in emergency department is a national crisis. So strategies are on the rise as being influenced by lean healthcare focusing on flow orientation, reduction in unnecessary work elements through clinical pathways, continuous quality improvement initiatives and teamwork (Oredsson, S. et al., 2011).

of time that someone has to wait in A&E generally should be 4 hours or

Using time-motion studies will give the team a complete assessment of the patient flow from registration to dismissal from the emergency room. Time-motion studies will involve a step-by-step measurement of the length of time the patient spends in each phase of the process. Examining the cycle times over several days can identify the time bottlenecks are occurring in the patient flow process and at what stage. The goal of capacity planning is to ensure that patients move along the shortest and least costly path by avoiding as many delays as possible (Rechel, Wright, Barlow, & McKee, 2010). Using capacity planning will systematically guide the team through analysis of the demand and availability of resources.

Due to a shortage of Specialized Turkish restaurants we decided to come up with a Turkish themed Restaurant specifically providing Traditional Turkish cuisine

Setting up Key Performace Indicators (KPI’s) will help us measure our performance, according to Kaushik, KPI’s are our best friends, they help up determine our progress against our objectives (2010).

Waiting times to each service for these data sets are shown in Figure~\ref{WaitCAOnly} and Figure~\ref{WaitCACombo}, respectively. They seem longer for patients with larger values of assessment urgency scale; in particular, levels 5 \& 6. Level 4, in most cases has the shortest waiting times to services. Patients with an assigned value of "5" seem to have the longest waiting times. There seems to be two separate distributions for waiting times to some departments; in which levels 5 \& 6 are not given services as quickly as the rest.

A metric is a quantifiable measure organizations use to identify, track, monitor and assess the success of human resource or business methods. A more simple definition: metrics are numbers that indicate how well a company is performing. Business analysts use metrics to compare the performance of different companies. Metric dashboards are used to provide a quick view of key performance indicators (KPIs) relevant to a strategic objective or business process. A metric dashboard is an easy to read graphical presentation or snapshot of the current status and historical trends of a company’s key performance indicators (KPIs) to assist management in making informed decisions (Weinstein & Bukovinsky, 2009). Utilizing correctly formulated metrics should add value to the organization.