Performance Improvement Tools Techniques Discussion

Performance Improvement Tools Techniques Discussion ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Performance Improvement Tools Techniques Discussion In modules one and two you have been introduced to several different tools used for performance improvement initiatives. For this assignment, review the 4 scenarios below and indicate a PI tool or technique that could be used in each of the scenarios. Identify the tool and provide a description for each of the how the tool or technique could be used in the scenario to achieve improvement. Performance Improvement Tools Techniques Discussion 1. A HIM performance improvement committee wants to determine the priorities addressing the project at hand. 2. Administration has requested a chart showing the process changes that have been achieved from January to June 3. A revenue cycle PUI team wants to illustrate the percent of denials that are a result of a registration error. 4. A PI team wants to display data that will show if there are uncommon variations in the process. In a WORD document, identify and describe the tool or technique for each response and a description that analyzes how the tool could be used in that scenario. Be sure to follow APA formatting and include a cover sheet with your name, the course name, the assignment title, instructor name and date chapter_1_powerpoint.pptx chapter_2_powerpoint.pptx Quality and Performance Improvement in Healthcare: Theory, Practice, and Management Sixth Edition Chapter 1 Introduction and History of Performance Improvement © 2016 Learning Objectives • Trace the historical events that have contributed to modern performance improvement programs • Identify the key legislation that has influenced healthcare quality initiatives • Describe the key individuals and organizations that have shaped the theory and developed models for use in performance improvement activities © 2016 Early Quality Improvement Efforts • Mid 1700s ? Pennsylvania Hospital becomes the model for the organization and development of hospitals • 1760 ? New York State begins the practice of medical licensure • 1771 ? New Jersey begins the practice of medical licensure © 2016 1800s • 1837 – Massachusetts General Hospital sets limitations on clinical practice in the first granting of clinical privileges • 1853 – Massachusetts General establishes the first disease and procedure index by classifying patient disposition • Mid-1800s – Medical licensure is deemed undemocratic and is stopped • 1872 – New England Hospital for Women and Children organizes a general training school for nurses. • 1874 – AMA encourages the creation of independent state licensing boards. © 2016 1900s • 1903 – North Carolina passes the first nurse registration bill in the US • 1910 – Flexner Report indicates unacceptable variation in medical school curricula • 1917 – ACS establishes the Hospital Standardization program • 1920 – Most medical colleges meet rigorous academic standards and are approved by the Association of American Medical Colleges. © 2016 1900s (cont’d) • 1946 – Hill-Burton Act established funding to build new hospitals • 1952 – Joint Commission of Accreditation of Hospitals was formed • 1965 – Public Law 89-97 establishes Medicare and Medicaid • 1972 – Local peer review organizations are formed © 2016 1900s (cont’d) • 1980s – PPS is established, state and regional peer review organizations contract with HCFA • 1990s – JCAH becomes JCAHO. Deming’s TQM philosophy begins to spread in US healthcare. JCAHO integrates quality improvement into the accreditation process. © 2016 2000s • 2001 – Ambulatory payment classification system is initiated • 2002 – Performance Improvement Tools Techniques Discussion HCFA becomes the Center of Medicare and Medicaid Services (CMS) • 2003 – JCAHO implements the National Patient Safety Goals • 2005 – JCAHO begins unannounced and tracer methodology surveys © 2016 2000s (cont’d) • 2007 JCAHO renames itself to The Joint Commission • 2008 Medicare-Severity DRGs are implemented • 2009 HITECH Legislation is passed • 2010 Affordable Care Act is passed • 2015 ICD-10-CM and ICD-10-PCS scheduled for implementation © 2016 Quality and Performance Improvement in Healthcare: Theory, Practice, and Management Sixth Edition Chapter 2 Defining a Performance Improvement Model © 2016 Objectives • Explain the cyclical nature of performance improvement activities • Define terminology and standards common to performance improvement activities • Distinguish between organization-wide performance improvement activities and team-based performance improvement activities • Outline the organization-wide performance improvement cycle • Delineate the team-based performance improvement cycle © 2016 Performance Improvement Terminology • QA—Quality assurance • TQM—Total quality management • QI—Quality improvement • CQI—Continuous quality improvement • QM—Quality management • PI—Performance improvement © 2016 Performance Improvement as a Cyclical Process • Organization- wide performance improvement process © 2016 Team-Based Performance Improvement Process © 2016 Performance Improvement Model © 2016 Monitoring Performance Through Data Collection • Performance measures—a quantitative tool that provides an indication of an organization’s performance in relation to a specified process or outcome o Rate o Ratio o Index o Percentage • Benchmarking—comparing your organization’s performance to similar organizations © 2016 Performance Measure Example # of incomplete medical records that exceed the medical staff–established timeframe for chart completionPerformance Improvement Tools Techniques Discussion __________________________________________________________________________________________________ Average monthly discharges © 2016 Benchmark Example • Community Hospital of the West employee turnover rate © 2016 Community Hospital of the West Performance Improvement Model © 2016 Six Sigma • Use statistics for measuring variation in a process with the intent of producing error-free results • Refers to the standard deviation used in descriptive statistics to determine how much an event or observation varies from the estimated average of the population sample • Measure indicates no more than 3.4 errors per million encounters © 2016 Lean Streamline processes in Adoption in healthcare • • • • • • • • Attention to the customer (patient-centered care) and their perspective • Reduce unnecessary waste • Uses root-cause analysis © 2016 Overproduction Wasting time Waste of stock on hand Waste of movement Waste of defective Waste in transportation Waste in processing Systems Thinking • Viewing an organization as an open system of interdependencies and connectedness rather than a collection of individual parts and professional enclaves • Sees interrelatedness as a whole and looks for patterns rather than snapshots of organizational activities and processes © 2016 Systems Analysis Tools • Modeling and simulation o Queuing methods o Discrete-event simulation • Enterprise management o Supply-chain management o Game theory and contracts Systems dynamic models o Productivity measuring and monitoring © 2016 Systems Analysis Tools – cont’d • Financial engineering and risk management o Return on investment o Reduce risk o Increase efficiency • Knowledge discovery o Data mining o Predictive modeling o Neural networks © 2016 High Reliability Organizations • Learning to manage the unexpected • Mistakes and errors occur because of employees’ mindlessness and distraction • Mindlessness and distraction occur when employees are hurried or overloaded. © 2016 … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10