This report addresses the issues arising from the case study report of Guelph General Hospital. Over the years, the hospital has experienced challenges in the delivery of services to consumers. This is especially due to the expanding numbers of patients that have affected the normal functioning of the hospital system. Starting with the improvement of the emergency department, GGH has focused on the practices that would accommodate the increasing demands for medical services. The lean methodology is one of the implementations that aimed at reducing wastage within the system, in order to create value for the services offered. However, the metric indicate that aspects such as consumer convenience and efficient handling of the patients have been noted. On the other hand, most of the employees are developing resistance towards the new system due to the high level of accountability required. The report therefore looks into the suitable decision that the hospital management should consider. What are the key decisions that have to be made at GGH? To begin with, the lean methodology is one that is applicable to all industries, regardless of the present systems and approaches towards management (Tsironis & Psychogios, 2016). Therefore, the major decision is to proceed with the implementation of the lean and other improvement processes, even though it should take different approaches. When considering the challenges noted, most of them emerge from the reactions and actions of the
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A company can use lean thinking to increase product quality, improve decision-making, and enhance profitability. The last principle of lean thinking is perfection, this means continuous improvement, and focuses on value-added activities and eliminates waste. Rider Softball can use lean thinking to strive for perfection, and continue to improve the program. Five recommendations have been provided for the Rider Softball program. The first recommendation for Rider Softball to use lean initiatives is cost reduction, by getting a team sponsorship.
Antelope Valley Hospital, a 420-bed district hospital located in the city of Lancaster in northern Los Angeles County, has been serving the community for more than 60 years. The area’s only full-service acute-care hospital, AVH provides a full array of medical/surgical services, pediatric treatment, NICU, mental health, cancer care and more. It is a Level II trauma center, Accredited Chest Pain Center, Advanced Primary Stroke Center and Comprehensive Community Cancer Center. https://www.avhospital.org/About/Index As the local healthcare leader, Antelope Valley Hospital: • Provides care to more than 218,000 patients each year.
Background statement: Heritage Valley Medical Center has had a wonderful reputation for providing excellent health care services to their community. Initially, their community was 80% Caucasian, 40% African American, and 5% Hispanic. However, in the last 5 years, the population has changed to more minorities and the whites have moved out to the suburbs. This caused the Center’s occupancy rate to go down 40% because many of their traditional, more affluent, private-pay patients had left the neighborhood. To bring in revenue, they campaigned to bring in more Medicaid patients.
Another weakness is different payer requirements for certain procedures and treatment. There are various items that can prevent the clinic from obtaining revenue for its services such as not having a prior authorization, the payer deems the treatment wasn’t necessary or the payer implemented a new requirement for this treatment that was not met. These are constantly changing and it is difficult for healthcare organizations to keep up with these ever-changing policies. B3. Evaluate at least two opportunities of the organization HG Clinic is a multi-specialty clinic and continues to build on these specialties as they come out and as the healthcare industry grows and changes.
Last week I found the information that I gathered from the assignment on conducting a visit to a local healthcare facility to hold the most interesting concepts from me. Having worked for different healthcare facilities, I have had my share of Joint Commission visits. It is not at all a visit that hospital employees look forward to. Learning about the details behind what the surveyors intend to achieve by examining hospital practices, questioning employees and asking patients about their stay makes more sense now.
Congress has approved funding for the $1,600,000,000 VA hospital in Denver, Colorado. The hospital has such a high price tag because of inefficient management on the part of the people in charge of monitoring the construction of the building. Doors meant to cost around $100 ballooned to $1400, and some entire rooms had to be remade due to changes in medical equipment. The original cost for the hospital was $604,000,000, and the project is now hailed as “ The biggest construction failure in VA history.” In addition to agreeing to fund the extra $625,000,000, Congress had agreed to put the Army Corps of engineers in charge of any VA construction projection forecasted to cost $100,000,000 or more.
The Joint Commission is involved in making sure the health care facilities are providing the patient and family members of patients the effective and safe care that the patient needs and deserves. There is a close relationship between the National Patient Safety Goals (NPSG) and the results of the Joint Commission survey. If the facility were following the NPSG’s then the facility would have more of likelihood that the organization will receive a good survey results from the Joint Commission. There are serious consequences for the health care organization if the organization does not meet the benchmarks set by the Joint Commission. Multiple tools out there will aid this author in determining if the organization that this author works in is
Liability Issues Primarily, Caring Memorial Hospital will be held liable in this malpractice case under the premise of respondeat superior. “Under respondeat superior an employer is liable for the negligent act or omission of any employee acting within the course and scope of his employment” (Thornton, 2010, para. 2). The risk manager Susan Post, JD and the quality assurance director Amy Green were both aware of the potential for increased risk on the Oncology unit. They had been making observations several months prior to incident that related to deficiencies in staffing and safety standards. Per, ASCO and ONS (2012) new staff are required to demonstrate competency and receive comprehensive chemotherapy education.
This recommendation is very important because it ties into employee time-commitment and culture changes. Specifically, SAMHSA would be comprehending Lean principles and findings to learn and improve while doing so in a timely manner. As a result, employees grow their value, thus realizing more value for
The CEO at VHC must know all the stakeholders involved or influenced with the organization. The leader must keep everyone engaged with the organization’s mission which must include all top executives such as Board of Directors, owner, VP, CFO, MD CIO, CO, Health Services Administrator, Medical Director, Site manager, Office managers, and the staff such as Registrars, Admissions, Scheduling, Billing, Physicians and nurses. It is important to remain sensitive to the impact of the decisions made at the organization on all stakeholders. CEO needs to be honest and forthright with information and have open, transparent communications keeping each patient and each employee, including all stakeholders, fully informed about everything that affects them. It is the responsibility of the hospital health system leaders to embrace higher quality and lower costs as institutional aims, to foster a culture that prioritizes high-value care, to determine a path forward, and to steward and sustain the
It is a common belief among healthcare leaders that to improve healthcare, hospitals and physicians must work in partnership. The clinical integration and strategic planning process can lead to better outcomes for the patient as well as improve quality of care at lower costs. With the implementation of the Accountable Care Organizations, hospitals and physicians are able to provide the care to their patients and be rewarded. Lastly, a model that assists physicians when a patient is hospitalized is the hospitalist. This role can have some advantages and some disadvantages for the physician and hospital.
The first criteria, satisfaction of residents, will be done by giving a short survey after receiving care to rate the services they received. If they rate less than 80% of good care, the management team will follow up to a provider who was rated less to take new measures. This survey will be analyzed every week. The supervision about equipment and hygiene will be done once a week, but in different days as a surprise. If equipment are not well maintained or placed; or hygiene is not there, the management team will reach out to employees in charge to advise and take new measures of solving the problem.
Based on this case the cost driver is to properly distribute the direct cost among the different divisions. Dr. Julian would like to control her departments costs by having them distributed fairly among the divisions without affecting the hospital’s reimbursement/revenue. Carroll University Hospital is currently using the standard costing unit, which is based on the cost of bed/day for inpatients. Currently the present cost accounting system that is being used at CUH takes the total direct cost of the departments, then allocates the indirect costs and distributes it among the departments evenly regardless of the actual resources being used in those departments, and without considering that there may be some patients in these divisions that may require more resources than others, this method does not seem to recognize the different activities,
It has generated single-minded dedication to the organization's mission and goals. This hospital has attained the prestigious JCI accreditation as a result of maintaining solidarity with respect to attaining objectives. It has helped this institution to become a more unified and patient focused organization, offering patients a consistent service and experience across all its facilities. The work roles are clearly defined in clinical policies and understood and everyone is encouraged to work for the overall good and everyone is held with high regard. The employees are constantly interacting within and across the various functional departments.
So what is meant by “lean thinking”? Simply put, lean means using less to do more. Lean methods were originally used effectively in the manufacturing industry. “Muda” is the Japanese term for waste and is used extensively in the Toyota Production System where the question is asked: “What does the customer want from this process?”