Sample case study analysis review of quality improvement measures

Saturday, May 09, 2015.

This analysis is based on the patient’s local hospital. The hospital gave an impetus to the study of a 26-year-old woman who experienced a gradual reduction of her breath within three days. Her experience was free from other symptoms, such as cough, fever, or infinity. She decided to go to her local hospital when it became more difficult to breathe

This includes the waiting time that a woman has lost before she can get proper evaluation and diagnosis of her condition, which may be painful. In her case, the waiting time was determined as follows: after waiting to be registered for an unspecified date, the patient was registered and waited 20 minutes before the medical nurse accepted the patient’s history and important signs. After that, the patient returned for some time to a detailed history, physical examination, blood tests, X-ray scanning, light and electrocardiogram scanning. Three more hours before she got out of the system. The doctor was diagnosed with asthma and told her it was nothing serious

Impetus for Performance Improvement

The meeting between the hospital administrators, the director for the improvement of hospital performance and the director of the hospital revealed alarming trends in the hospital, in particular the decrease in patient satisfaction, the increase in the number of staff and the decrease in the number of patients in the waiting room

This has led to the need to reorganize the division to make it more effective and to address the fundamental problem of the longer waiting time; the Director of Physicians considers that waiting times are inevitable given that the majority of patients are seriously ill and that existing resources are inadequate. The hospital productivity in terms of waiting times should be improved, although it is necessary to measure its productivity and benchmark with other hospitals

The Director of Productivity has requested a reorganization of the department. The hospital has a plan for one month to measure, analyze and improve the quality of service. The plan established a waiting time, patient satisfaction, the return of a patient with the same problem within 72 hours using indicators

In order to do this, a certain restructuring has been carried out in the hospital in order to attract new staff, reorganize the functions of staff and develop new procedures and policies that will regulate the provision of services. The Office will also add incentives to increase

  • Introduction of “guetas” to the reception of patients, their management in the process of registration and identification of serious cases. Gretter can help serious cases miss the registration process
  • The review nurse has been moved to the waiting area
  • An electronic sign indicating the average wait time in a waiting room
  • To analyze this plan, you must check the quality from the client’s perspective. “Quality” is a subjective assessment of the concrete result and personal interactions that can be obtained through the output of the output. It is based on the expectations of that person, who depend on the past experience and the needs of that person. Thus, quality assessments emerge from the value system and are part of it. It is possible to measure and change, as a system of values, quality requirements over time through education

    Some concepts can measure quality. Quality consists of two main components: content and delivery. The quality of the content depends on the results of the medical services. It also indicates whether the conclusion that the client should be rendering is whether the exit functionally conforms to the client’s expectations

    The quality of delivery is all aspects of the organization’s interaction with the customer when delivering the output. It is determined by day, by day, by thousands of people, by temporary relations. It reflects the interaction of the individual client with the health care system-the patient will consider whether the hospital is clean and whether the nurses provide care and whether rapid services are offered

    Tools such as questionnaires and client target groups can be used to analyze the effectiveness of quality improvement measures. Patients and their relatives completed questionnaires to express their satisfaction and their feelings about various aspects of treatment. In addition, the cost (patients) may be required to comment on the waiting time. (Nash, 2006)

    The measures used to determine the improvement of quality can use time for AMI patients, smoothness of reception or discharge, courtesy of hospital staff, availability of good ambulances, number of ambulance patients returning with the same symptoms, and the time of receipt of ECG for patients with chest pain

    The first step is evident in the establishment of a programme to improve the quality of the hospital’s work after the alarming decline in patient satisfaction, the increase in the number of patients with patients and the alarming cases in which patients are waiting. The Director for the Improvement of the Hospital proposed restructuring the emergency department to shorten the waiting time and react to cases that were false in the light of the delay, allowing them to skip registration procedures and obtain quick treatment. The hospital introduced the “Greek” and moved the nurse to the waiting room after it detected it as a possible path for longer waiting times

    Quality improvement strategies in the hospital can be successful because the plan contained in the plan contains concepts and uses realistic measures to measure its improvement

    Carroll, Sharon Site.Alteras, Tanya and Meyer, Jack A. Health Management Associates

    (2007) Improvement of the quality of hospitals: strategies and lessons learned from Hospitals.The Common Wealth Fund

    Nash, David B. (2006).

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