Health Care Management (Ambulatory Care Admin)
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week_4_hca_346_2.pptxHca 346 ambulatory care administration
Professor Haislip
Chapters 3 & 5
Basis of any quality program is to figure out what the customer wants and needs while meeting or exceeding their expectations.
Driven from theme of customer-driven market
Customer service principles (ex: Six Sigma) and the common methodologies, combined with the ten commonsense principles (CSPs) and personal experiences, will deliver a customer-focused culture.
Figure 3.1
Chapter 3: Engineering the customer connection
Quality Function Development (QFD)- an effective team approach to designing products and services that involves key stakeholders from the organizations that are responsible for what the customer uses or purchases
notably called the voice of the customer
QFD and voice of the consumer refers to development of prioritized set of customers wants and needs in support of new program, service, or care delivery systems.
Also works to improve existing programs
Kaizen- improvement
Quality function deployment
Lean improvement methodologies capitalize on the elimination of waste within work and personal space.
1. Muda- is an activity that is wasteful & doesn’t add value to the customer or to the organization.
Exercises: profound & concentrate on reducing and eliminating seven wastes: overproduction, unnecessary transportation, inventory, motion, defects, overprocessing, and waiting.
Determine what adds value & what doesn’t to clean and streamline processes.
Ex: eliminating med errors, reducing wait times
2. Mura- refers to inconsistency in process, people, or human spirit. Just-in-time inventory and systems play a big part in eliminating mura.
Kanban is an effective way of communicating inventory control. Tells you what to produce, when, and how much to produce.
Table 3.1 & 3.2
3. Muri- based on unreasonableness or absurdity in work & system processes. Concentrating on making processes logical is necessary for success.
Reduces process steps to the simplest elements and knowing how handoffs and next steps work produces systems that patients, staff, and physicians can easily navigate
Three types of waste
1. Keep wait times to a minimum
2. Make a good impression
3. Be open and honest
4. Don’t blame the customer
5. Ask questions
6. It’s not a meat market
7. Follow through
8. No Medical Mumbo Jumbo
9. Work as a team
10. Relate to the person
10 commonsense principles
Make a point to know who the customers are for your outpatient program
Keep customer-mindedness on the agenda when speaking to staff
Walk in your customer’s shoes. Know what its like to sit in your waiting room. Are your front desk staff warm and open, making strong, positive first impressions? Do you project a healing environment? Is your service setting age appropriate? Be critical and truly assess your organization from your customer’s eyes and experience.
Key points
Human Resource Factor in outpatient settings promotes a preventative and systematic people program that results in successful outcomes for the patients we serve.
Covers employees, physicians, allied health professionals, contract workers, vendors, and volunteers
Each group requires different levels of oversights and management when it comes to meeting state, federal, & regulatory requirements
Finding and retaining the right people in any organization is vital
Take time to create well-thought-out policies, procedures, job descriptions & other documents to adequately articulate what is expected
Make sure HR links with your mission, vision, & values
Chapter 5: the human resource factor
Recordkeeping is most important function of any human resource department
File contains a record of every action that was taken for employment or credentialing. Keep a file for everyone associated with facility
Files that concern medical examinations & information, disability, worker’s comp, and other related items are to be kept separate
Employee’s HR files include personnel docs related to employee’s job description & responsibilities, performance evaluations, employment application, salary adjustments, and other associated docs
Access should be limited to supervisors or those with regulatory or legal need
Creating complete hr files
Health Care Quality Improvement Act of 1986
Vendor and contract services can contribute to a quality program in an outpatient setting
Do due diligence when selecting providers
Contract with a vendor is a legal document. Read each contract in detail to ensure proposal matches what the contract ends up saying
Determine who signs contracts. All clinical contract services need to go before medical staff and governing body for approval, as they potentially impact patient care
Clinical Contract Employee Requirement & Files
Pg 70-71
Chapter 5: the human resource factor
OSHA requires that employees & individuals affiliated with the facility complete training before starting work and yearly thereafter.
If done correctly, training and education can facilitate a safer environment, leading to improved and sustained quality outcomes
Training consists of following:
Infection prevention
Personal Protective Equipment (PPE)
Ergonomics
Workplace Violence
Harassment
Fire Safety
Portable Fire Extinguisher Use
Bloodborne Pathogens
Hazard Communication & Emergency Preparedness
Radiation Safety
OSHA requires businesses keep records showing compliance. By keeping maintained, should be able to avoid heavy fines that accompany noncompliance
Hr training to promote safety & quality
Next week: exam 1! Discussion board due by 5:00pm on FRI. 2/21 study guide posted. Please contact me with questions.
