Abstract How do nurse managers make decisions about quality issues on their units? We asked 10 nurse managers in 3 Arizona hospitals to describe how they resolved a recent quality issue. The managers tended to use a linear, but cognitively expensive strategy, often jumping from problem to solution without a clear goal and selecting solutions biased toward remedial education. Decision support tools should help managers think more systemically, systematically and efficiently, while encouraging consideration of more alternatives to reach targeted goals.
Using an organization-wide approach, Spectrum Care applied the new framework to all service areas and activities. Within two years after landing his first job, he received two promotions and tripled his salary.
Process improvements have reduced workers' compensation costs, increased productivity, and improved patient safety. March The organization-wide lean curriculum at Barnes-Jewish Hospital combines an education program for all employees with focused improvements in value streams.
November Since adopting the Baldrige criteria as a framework for process improvement inGenesis Health System has earned two statewide bronze-level performance excellence awards and one silver award. June The plan-do-study-act PDSA cycle, data-based decision making, and lean methodologies are part of the quality culture at Guttenberg Municipal Hospital.
They shifted to a more open communication model and a pillar system that focuses on six areas of performance improvement. The hospital is now a destination of choice for healthcare in north central Iowa, with some of the highest patient satisfaction scores in the nation. Process improvements resulted in increased patient safety and decreased error rates.
June When the Mercy Medical Center emergency department used lean techniques to improve process flow, patient satisfaction scores rose from the 30th to the 95th percentile. Value stream mapping helped identify and eliminate non-value-added steps.
A Six Sigma implementation at Red Cross Hospital in Beverwijk, the Netherlands, shows that even small projects can make a big difference. Six Sigma Forum Magazine, February Quality Progress magazine, August After the collapse of the World Trade Center, teamwork helped emergency department staff at NYU Downtown Hospital meet a demand far greater than this small hospital normally handles.
News for a Change, April A case study was developed to illustrate the mathematical steps required to apply ROA. The results of this model show that a net present value analysis, which is most often used in practice, would have led to a sub-optimal decision, as it does not take into account the value of.
Richard Merkin Initiative on Payment Reform and Clinical Leadership Case Study: Emergency Medicine Although each is a separate entity, the KFHP and KFH share board members and senior leadership. Experienced executive assistants can become indispensable parts of a company's decision-making process, collecting reports and overseeing other assistants.
Applicants who are well-versed in computer software are at a distinct advantage as more duties become automated. The plan-do-study-act (PDSA) cycle, data-based decision making, and lean methodologies are part of the quality culture at Guttenberg Municipal Hospital.
In , the hospital received a Silver Award in the Iowa Recognition for Performance Excellence program. This paper will discuss a case study "Let it Pour My First Assignment as Executive Assistant" (Let It Pour, ).
Chris Smith is looking forward to a new challenge as the executive assistant to the chief professional officer at Faith Community Hospital. Chris is a recent graduate. The Use of Computer Simulation as a Strategic Decision-Making Tool: A Case Study of an Emergency Department Application.
CHE, is Senior Planner, Joint Planning Office, Kingston General Hospital-Providence Continuing Care, Kingston, Ontario, Assistant Professor, Faculty of Health Decision support and executive information systems.