Executive Summary to the Board Members
There are three
imperative steps that need to be taken. The first is a strong commitment by
leadership to this very high level of safety and quality. The leadership must
set the goal and example for everyone in order to achieve high reliability. The
second is to embed all of the principles and practice of a culture of safety
throughout the organization which emphasizes trust, reporting of unsafe
conditions, and highly effective improvement over time. The third step is to
utilize powerful Robust Process Improvement tools like Six Sigma, Lean, and
change management to create near perfect processes, similar to the tools that
we see in industries like commercial aviation today, and sustain very high
levels of safety over long periods of time.
—Dr. Mark R. Chassin
These three steps: commitment by leadership, development of a culture of safety, and the use of process improvement tools, are the core recommendations made by Dr. Chassin, the president of The Joint Commission and the president of the Joint Commission Center for Transforming Healthcare. A first step in identifying whether these recommendations are being met is to compare elements of an organization to criteria which have been identified as essential to high-reliability organizations.
To prepare for this Assignment:
Consider the three steps described by Dr. Chassin and the seven major criteria of the Baldridge Performance Excellence Program, and reflect on how these recommendations can apply to health care organizations, specifically to long-term care facilities.
In this Assignment you will identify major elements of high-reliability organizations providing long-term care. According to the Baldrige Performance Excellence Program (MBNQA), the criteria are as follows:
- Strategic planning
- Customer and market focus
- Measurement, analysis, and knowledge management
- Human resource focus
- Process management
- Business/organizational performance results
Using the Highly Reliable Organization Matrix located in this week’s Learning Resources, complete the matrix by typing in the elements which meet the criteria in rows and columns. Describe each element briefly, give an example as to how this can be met in a long-term care facility, and explain the expected impact on patient care.
Based on the results of the Highly Reliable Organization Matrix, write a 1- to 2-page executive summary to the board of directors of the long-term care organization, describing elements which meet the criteria from the matrix and how any missing elements of the criteria for excellence can be met.
Executive Summary to the Board Members
Any health care facility or a hospital is a unique environment, and the top priority is caring for patients. For every healthcare organization to truly function as a high reliable institution, then there should be elements that should get considered so as to provide long-term care to the patients and to the organization itself. The following is an executive summary to the board of directors outlining some of the elements that meet the criteria and how the missing one can get fulfilled.
Commitment to leadership is an element that gets highly defined in Highly Reliable Healthcare Organizations. Even though is essential for success, it does not lead to desired results and therefore there must be on what leaders understand such as creating a culture of safety and how they must get assessed by supporting the vision laid out for the organization desired state (Chassin & Loeb, 2013). Culture is the root for vision and strategy, and leaders must generate clarity as an example and confidence demonstration so as to transform the organization.
Following the component of planning, the quality improvement gets implemented by the Highly Reliable Organization of Healthcare (Chassin & Loeb, 2013). Significant planning has taken place in sectors of market study to financial feasibility and business plan leading to the success of the organization.
When developing a change and implementing, a range of tools and concepts get considered, and a reason for failure in change processes is due to the wrong choice of right tools. The Highly Reliable organization can meet this by selecting the right tool suitable for the proper procedure and enhancing communication in the process of patient transfer and patient’s handoff between transporter and requester.
Change of management in training is essential for the Highly Reliable Organization, and this can get done by avoiding taking tasks that are too large but take manageable chunks.
In the criteria of human resource, The Highly Reliable Organization of Healthcare experience level staffing ratio of nurses to patients. It can be met through maintaining a balance between health promoters and caregivers (Mohammad, Mann, Grigg & Wagner, 2013). There should be better planning of workforce and improved workforce management so as to avoid the issue of healthcare migration.
In Highly Reliable Organization, problem-solving and making decisions are heavily dependent on access to knowledge management. Achieving operational excellence and foster of innovation is vital in effectively managing internal and external generated knowledge. Measurement and analysis attribute to the patient satisfaction thus improving the excellence of the organization.
Chassin, M. R., & Loeb, J. M. (2013). High‐reliability health care: getting there from here. Milbank Quarterly, 91(3), 459-490.
Retrived from http://onlinelibrary.wiley.com/doi/10.1111/1468-0009.12023/full
Mohammad, M., Mann, R., Grigg, N., & Wagner, J. P. (2011). Business Excellence Model: An overarching framework for managing and aligning multiple organisational improvement initiatives. Total Quality Management & Business Excellence, 22(11), 1213-1236.
Retrieved from 2011-2012 Criteria for Performance Excellence – Thailand Quality Aw