Healthcare organizations use methods of quality improvement for various reasons. Two common methods are the Plan, Do, Check, Act cycle and the Balanced Scorecard. These methods are used to improve the efficiency of the organization as well as shown in many different applications and processes throughout a healthcare organization.
An approach that many healthcare organizations make use of for quality improvement is known as the Plan, Do, Check, Act cycle (PDCA). This method, which upon the introduction by Walter Shewhart from Bell Laboratories, was originally characterized as the Plan, Do, Study, Act (PDSA) cycle, can be found as the Plan, Do, Check, Act cycle as the (C)heck and (S)tudy are exchangeable (Sollecito & Johnson, 2013). With W. Edward …show more content…
For instance, the identification of physicians spending too much time documenting during exams with patients. This may have been captured after the patient received a survey about the provider, commented on the lack of attention from the provider and returned the survey to the organization (Sollecito & Johnson, 2013). Upon receipt, the organization can make a plan to and find a resolution to improve in this area. The second step requires training staff in assisting the provider with gathering some of the information so that the provider can focus on the patient more rather than charting. And, by providing this additional training for staff the patients feel more comfortable. To measure or check the plan, more data from the surveys would need to be analyzed. Finally, as patients and staff are becoming more comfortable with the new roles, perhaps adding additional tasks to the staff, such as phone calls, to further assist the providers for better patient outcomes. This is an example of how an organization can use the Plan, Do, Check, Act cycle to identify, solve, and improve a …show more content…
This method was developed in the early 1990’s by Robert Kaplan and David Norton and was originally used in organizations that aspired to improve performance based on financial measurement system and over time, the scorecard has evolved to a more strategic system (Inamdar & Kaplan, 2002). This realization was found inappropriate as customer satisfaction was not being addressed in the early methods as the mission and vision had stated. When a healthcare organization uses this method, the benefits are noticeable not only to members in the community but to executives as well. The structure of the balanced scorecard is based on strategic goals and measured around the four perspectives, financial, customer, internal processes, and learning and growth (Mind Tools Ltd, 2018b). The financial perspective relates to meeting or exceeding financial performance consistently to see if the organization is succeeding in improvement. Customer perspective could entail setting goals to deliver high-quality care while keeping in mind how the customer understands the business (Mind Tools Ltd, 2018b). For instance, customers that are given high-quality care and are treated with respect tend to have a better customer perspective of a healthcare organization. The internal processes perspectives relates to improving on processes, such as time and efficiency or quality so that patients recognize an
An approach that many healthcare organizations make use of for quality improvement is known as the Plan, Do, Check, Act cycle (PDCA). This method, which upon the introduction by Walter Shewhart from Bell Laboratories, was originally characterized as the Plan, Do, Study, Act (PDSA) cycle, can be found as the Plan, Do, Check, Act cycle as the (C)heck and (S)tudy are exchangeable (Sollecito & Johnson, 2013). With W. Edward …show more content…
For instance, the identification of physicians spending too much time documenting during exams with patients. This may have been captured after the patient received a survey about the provider, commented on the lack of attention from the provider and returned the survey to the organization (Sollecito & Johnson, 2013). Upon receipt, the organization can make a plan to and find a resolution to improve in this area. The second step requires training staff in assisting the provider with gathering some of the information so that the provider can focus on the patient more rather than charting. And, by providing this additional training for staff the patients feel more comfortable. To measure or check the plan, more data from the surveys would need to be analyzed. Finally, as patients and staff are becoming more comfortable with the new roles, perhaps adding additional tasks to the staff, such as phone calls, to further assist the providers for better patient outcomes. This is an example of how an organization can use the Plan, Do, Check, Act cycle to identify, solve, and improve a …show more content…
This method was developed in the early 1990’s by Robert Kaplan and David Norton and was originally used in organizations that aspired to improve performance based on financial measurement system and over time, the scorecard has evolved to a more strategic system (Inamdar & Kaplan, 2002). This realization was found inappropriate as customer satisfaction was not being addressed in the early methods as the mission and vision had stated. When a healthcare organization uses this method, the benefits are noticeable not only to members in the community but to executives as well. The structure of the balanced scorecard is based on strategic goals and measured around the four perspectives, financial, customer, internal processes, and learning and growth (Mind Tools Ltd, 2018b). The financial perspective relates to meeting or exceeding financial performance consistently to see if the organization is succeeding in improvement. Customer perspective could entail setting goals to deliver high-quality care while keeping in mind how the customer understands the business (Mind Tools Ltd, 2018b). For instance, customers that are given high-quality care and are treated with respect tend to have a better customer perspective of a healthcare organization. The internal processes perspectives relates to improving on processes, such as time and efficiency or quality so that patients recognize an