Sustaining Process Involvement
There are five principal requirements of maintaining the process advancements according to Studer's article. Some of these have different extents of application in the health care fields hence making three of the requirements more essential than the other two. Health organisations invest on a large scale towards fulfilling process developments. Since the health care demands better and quality care, they go ahead to invest on the improvement initiatives to enable them to regulate service costs. Accordingly, the need to apply the development initiatives emanates from the urge to transform the clinical setup, improve on performance, and rationalization. This paper focuses on three of the requirements of maintaining performance improvement in the health care environment.
Performance Requirements
There are five main performance requirements employed in health care organisations to intensify their delivery of services while at the same regulating the costs incurred in doing so. Several factors contribute to the failure in performance of different health care organisations. Many performance improvement efforts steered by CEOs in some companies adapt well in the performance and operations but along the way, the task to achieve goals fails since some of them are not achieved (Studer, 2014). Some of the five performance improvement techniques are creating a connection to need to change, creating a favourable organisational framework, linking objectives with leadership attributes, having leaders with adequate skills, and hiring employees with appropriate skills to meet future obligations.
Connection to the Reason of Change
A practical application area is the UConn Health centre that comprises of 5000 employees and 500 physicians. The corporate committee whereby the staff and doctors played part build a platform where before acquiring health care equipment they would explain to the technicians and employees its importance in improving health care achievements. The move was successful since the organisation recorded savings amounting to 485000 implants including mesh implants and spinal implants (Studer, 2014). Besides, the improvement in service delivery is important to health care institutions since the resources agreed upon are certain of improving previous service delivery.
Creating an Organizational Framework of Process Improvement
Once the identification of a process improvement takes place, it needs linking with the organisational framework to achieve various successes. For instance, linking process improvements with a favourable corporate structure helps reduce operational costs, development health care services, and improving the experience the patients have with the medical personnel. To achieve process improvement, there is involvement of leadership whereby they contribute to a favourable organisational framework consequently creating a conducive and convenient process improvements (Studer, 2014).
According to a study carried out by John Hopkins, patients in any hospital face a more likelihood of death cases during weekends than during weekdays. For example, in the United States in hospitals such as East Alabama Medical Center the cases of deaths in hospitals occur mostly during weekends and night hours than the weekdays and daytime respectively because the organisational frameworks involve allocation of less physicians, nurses, and doctors during the evening hours and weekends. Therefore, building a sustaining corporate structure operational at all times is important in improving process improvement (McLees, Nawaz, Thomas &Young, 2015). The improvement in service delivery is important since the patients receive consistent health care services independent of time. Organisations are capable of recording increase in investments because of favourable structures. Moreover, their service delivery attracts more patients.
Hiring Competent Employees with future prospective skills
Associations assert that their employees require future-paced skills to help in contribution to success. Moreover, the workers ought to compete favourably with the altering environment. If the employees have the necessary skills then they contribute to improving the operations of the organisation now and in the future (Veazie, 2016). Furthermore, the institution gains certainty that their activities are successful contributing to adequate returns and more efficient service delivery. An example of an organisation that applies the training of employees for future purposes is the CNH Company (Studer, 2014). The employees gain essential skills and expertise required to help them associate with the needs of the patients contributing to an environment where patients enjoy quality services.
Conclusion
Healthcare organisations face the challenge of low performance resulting from the lack of proper techniques to deal with difficulties and losses. Hence, some health care institutions face losses emanating from poor service delivery and massive financial depreciations since they lack the necessary traits to boost their operations. However, some health care organisations employ individual improvement factors that help in overturning the losses made consequently generating desired success. Some of these development factors include creating a connection to the reason for the change, establishing an organisational framework that helps maintain consistency in the delivery of services, and training the employees to meet future patient expectations. These factors play a great role in ensuring efficient service delivery and improvement in the financial returns.
References
McLees, A. W., Nawaz, S., Thomas, C., & Young, A. (2015). Defining and Assessing Quality Improvement Outcomes: A Framework for Public Health. American Journal Of Public Health, 105(S2), S167-S173.
McMillan, K. (2015). The Critical Bricolage: Uniquely Advancing Organizational and Nursing Knowledge on the Subject of Rapid and Continuous Change in Health Care. International Journal Of Qualitative Methods, 14(4), 1-8. doi:10.1177/1609406915611550.
Studer, Q. (2014). Making process improvement 'stick'. Healthcare Financial Management, 68(6), 90-96.
Veazie, J. I. (2016). Creating a Career Path for Revenue Cycle Staff. Receivables Report For America's Health Care Financial Managers, 31(4), 5-9.
