Three page paper on quality improvement in a general sense, with some focus on the health care industry as an example. The paper addresses five questions, most of which are related to a specific case study that was attached to the original assignment. The case study was about Joe, who was leading a team to make shortcuts on quality improvement. Recommendations are made to improve Joe's approach.
Quality Management
Provide a brief overview of the quality improvement process. Be sure to give examples and to specifically discuss what quality improvement teams are.
The quality improvement process begins with an identification of needs. A needs assessment includes the input from both clients and staff. Quality improvement cannot be accomplished effectively without a thorough analysis of what clients expect -- as well as what employees expect too. For example, clients might expect their nurses to check in on them at frequent intervals. Employees might expect regular feedback from their supervisors.
The next step in the quality improvement process is to define the process by which the quality improvement will take place. This should be as specific as possible, to meet the needs that were identified in the first step. For example, if clients expected to have a nurse check in at regular intervals, then the process of quality improvement would entail meeting with the nursing staff to ensure that nurses operated on a tighter schedule to ensure quality of care delivery.
Quality improvement teams are multifaceted and multidisciplinary groups. Individual members of the team boast specific areas of specialization, which can contribute to the overall performance of the team. A team leader can help facilitate and motivate, thereby helping the team achieve the goals of the organization in terms of quality improvement.
2. The article you read indicated that there needs to be an agreement and understanding between employees and managers for successful quality programs. Discuss this aspect of the case study (e.g. did this occur, what understanding do you think each group had, etc.).
There must be an agreement and understanding between employees and managers for successful quality programs. In the case study involving Vernon Grove Community Hospital, Joe was the head of the support services department. Joe is described in the case study as being "anxious to speed the quality improvement process," and made a "ten day blitz," (p. 129). Joe's aggressive approach to quality management did not value the importance of communications between employees and managers. Joe took for granted that his enthusiasm and drive would spill over to the employees, but he ended up isolating the staff to the point where meeting attendance was down and QIT meetings were frequently interrupted (p. 130).
3. What steps did the manager take to implement the improvement process? What steps did he do correctly? Which ones did not work?
In the case study, Joe first expressed his eagerness to perform quality improvement, to form a team, and make some dramatic operational changes. However, Joe felt a pressing need to take "shortcuts," (p. 129). At this stage, it would have been more feasible and more productive if Joe had consulted his employees and helped them to come up with ideas that could result in genuine and long-lasting quality improvement goals. Instead, Joe ended up spearheading a fast-tracked quality improvement process that isolated his employees.
However, Joe did well to establish the teams early on in the process. He empowered some team members by helping them to set up their own corrective action groups. Joe also aided the teams in coming up with time tables -- however unrealistic those time tables might have seemed. One important public relations step that Joe took, which might have been dangerous, was to postpone the release of the newsletter. The postponing of the newsletter sends a bad message: showing employees that they are not being frank, honest, and open about the changes taking place. It would have been better to continue publishing the newsletter, which could be used as a vehicle to communicate the progress of the quality improvement teams.
4. What recommendation do you think Joe made? Do you agree?
Joe made few specific recommendations, instead leaving it up to his teams to come up with some of the details of their departments' plans. However, it is clear Joe was concerned about plant operations, as well as dietary and food services. Joe's recommendation to take shortcuts was not a good idea, because quality improvement cannot be rushed to be done right.
5. If you were the manager of this unit, what would you have done differently to implement the process and why?
If I were the manager of this unit, I would have done things much differently from Joe. First, I would have gathered together a group of staff members interested in helping with the quality improvement process. At the initial meeting, staff members would be encouraged to voice their concerns and opinions. The brainstorming session will reveal areas of key concern, helping the quality improvement team focus on the areas of most pressing importance. If the organization needs a lot of help, and several different departments are in need of quality improvement, then it would be helpful to prioritize. This can be accomplished via a list, and possibly with the use of software that can help with strategic planning, project management, and scheduling.
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