The document provides an analysis of Kaizen Hospital's patient satisfaction data with recommendations to improve three key areas - the discharge process, cafeteria services, and staff interactions.
For the discharge process, the Global Consulting Detectives team recommends implementing a dedicated Discharge Department to streamline the process and reduce time. They also suggest adding an additional round of discharge checks per day.
For cafeteria services, the recommendation is to use heated Chinese dim sum carts to keep foods warm during delivery to patients, addressing dissatisfaction with cold food temperatures.
For staff interactions, the team proposes implementing interactive training programs involving role playing, problem solving, and hands-on demonstrations to better equip employees through a more engaging approach
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Most of the Assignments contains more than 1 Paper/PPT
HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
HCS 451 Week 2 Assignment Quality Dimensions and Measures Table
HCS 451 Week 3 Assignment Quality Dimensions and Measures Table Paper (2 Papers)
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Most of the Assignments contains more than 1 Paper/PPT
HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
HCS 451 Week 2 Assignment Quality Dimensions and Measures Table
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Most of the Assignments contains more than 1 Paper/PPT
HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
HCS 451 Week 2 Assignment Quality Dimensions and Measures Table
HCS 451 Week 3 Assignment Quality Dimensions and Measures Table Paper (2 Papers)
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Most of the Assignments contains more than 1 Paper/PPT
HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
HCS 451 Week 2 Assignment Quality Dimensions and Measures Table
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HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
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HCA 375 Week 1 DQ 1 CQI Process
HCA 375 Week 1 DQ 2 Promoting CQI Efforts
Regulatory updates from RR Donnelley December 2015Robert McNamara
December Regulatory Updates covering PRIIPs, Solvency II, European Market Infrastructure Regulation and additional reporting requirements under Irish Domiciled UCITS Funds.
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HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
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Most of the Assignments contains more than 1 Paper/PPT
HCS 451 Week 1 Assignment Continuous Quality Improvement Timeline (2 Sheet)
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HCA 375 Week 1 DQ 1 CQI Process
HCA 375 Week 1 DQ 2 Promoting CQI Efforts
Regulatory updates from RR Donnelley December 2015Robert McNamara
December Regulatory Updates covering PRIIPs, Solvency II, European Market Infrastructure Regulation and additional reporting requirements under Irish Domiciled UCITS Funds.
The project describes the identification of problem faced by college cafeteria and suggesting possible solutions for that to improve the footfall in cafeteria.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
NTTAP Webinar Series - April 13, 2023: Quality Improvement Strategies in a Te...CHC Connecticut
Join us for a webinar on quality improvement in team-based care!
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance.
Participants will learn about:
• QI infrastructure
• Facilitating QI committees
• Coach training within health centers
Faculty will also provide an example of how trained coaches use QI tools to test and implement changes within an organization.
Running Head Quality Improvement Project1QUALITY IMPROVEMEN.docxtoltonkendal
Running Head: Quality Improvement Project 1
QUALITY IMPROVEMENT PROJECT 7
Quality Improvement Project
Jerome Phillips
Kaplan University
HS460
Professor Sexton-Tosh
September 22, 2017
The topic on continuous quality improvement for my final project that I selected is Patient Administration. There are many health care sectors that are involved with patient administration.
Some of those heath care sectors consist of:
1. Hospital Management Firms
2. Health Maintenance Organizations
3. Health Information Technology
4. Long Term Care Facilities
5. Public Health
6. Healthcare Network
While CQI implementation is slowing down in some health care sectors after the impact of early adopters may have worn off, other sectors of health care, such as public health (see Chapter 16) and nursing (see Chapter 17), are embracing and expanding CQI concepts and methods. (Sollecito 70)
There are many disciplines involved with patient administration.
1. Public Health
2. Physical Therapy
3. Pharmacy
4. Nursing
This process is real. Patient Administration is an area that Continuous Quality Improvement can make a difference in how patient’s view the healthcare they receive. Healthcare will always be needed, because not many are willing to try the alternative of not getting healthcare.
References:
Sollecito, William A. McLaughlin and Kaluzny's Continuous Quality Improvement In Health Care, 4th Edition. Jones & Bartlett Learning, 20110929. VitalBook file.
As an individual, you have our own wants needs and desires you want to pursue and achieve. Even though you are an individual, you are simultaneously also part of a larger society. Being part of a larger society includes the understanding that our society also has needs it must achieve and maintain if it is going to operate in an orderly manner that is beneficial to the greatest majority of society.
For this assignment, you will write a 1-2 page essay that identifies the key social issues contributing to the need for Criminal Justice practitioners. In your paper, identify and define three key social issues. Also, discuss how the issues impact your role as a criminal justice professional. Provide 2-3 illustrative examples to support your position.
Format your paper with an introductory paragraph, an explanation of the three key social issues, and then a concluding paragraph.
View the Unit 2 Assignment Checklist
NOTE: This assignment will require outside research (at least two outside resources). You may consult the Kaplan Online Library, the internet, the textbook and other course material, and any other outside resources in supporting your task.
Keep in mind that college students are expected to have strong writing skills, and you should put forth your best writing effort for this assignment. You may not be at a point where you have strong writing skills, but you will have every opportunity to develop them as you continue through your program of study. Be sure to use the resources available to you t ...
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Remove or Replace Header Is Not Doc TitleGuiding Questions.docxlillie234567
Remove or Replace: Header Is Not Doc Title
Guiding Questions
Quality Improvement Initiative Evaluation
This document is designed to give you questions to consider and additional guidance to help you successfully complete the Quality Improvement Initiative Evaluation assessment. You may find it useful to use this document as a prewriting exercise, an outlining tool, or a final check to ensure you have sufficiently addressed all the grading criteria for this assessment. This document is a resource to help you complete the assessment.
Do not turn in this document as your assessment submission.
Remember, you are analyzing a current QI initiative that is already in place. You are not creating a new QI initiative (Assessment 3).
Analyze a current quality improvement initiative in a health care setting.
· What prompted the implementation of the quality improvement initiative?
· What problems were not addressed?
· What problems arose from the initiative?
Evaluate the success of a current quality initiative through recognized benchmarks and outcome measures.
· What benchmarks or outcome measures were used to evaluate success? Consider requirements for national, state, or accreditation standards.
· What was most successful?
Incorporate interprofessional perspectives related to initiative functionality and outcomes.
· How does the interprofessional team contribute to the success of the QI initiative?
· What are the perspectives of interprofessional team members involved in the initiative?
· Who did you talk to? From what other professions? How did their input impact your analysis?
Recommend additional indicators and protocols to improve and expand outcomes of a current quality initiative.
· What process or protocol changes would you recommend?
· What added technologies would improve quality outcomes?
· What outcome measures are missing, or could be added?
Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.
· Is your analysis logically structured?
· Is your analysis 5–7 double-spaced pages (not including title page and reference list)?
· Is your writing clear and free from errors?
· Does your analysis include both a title page and reference list?
· Did you use a minimum of four sources? Were they published within the last five years?
· Are they cited in current APA format throughout the analysis?
1
image1.png
1
Quality Improvement Initiative Evaluation
Student’s Name:
Course Name:
Course Number:
Instructor’s Name:
This study source was downloaded by 100000855641916 from CourseHero.com on 12-20-2022 05:43:38 GMT -06:00
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2
Introduction
In healthcare settings, plans for process-specific quality improvement are frequently
reactive and focused on act.
· Analyze a professional environment and relevant data, and develo.docxlillie234567
· Analyze a professional environment and relevant data, and develop a change strategy (3-5 pages) and discuss how to implement it successfully.
Introduction
Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, it is recommended that you complete the assessments in this course in the order in which they are presented.
Knowing the best practice for our patients is very important in providing safe and effective care. Understanding best practices can help nurses identify areas of care that need to be improved. To identify areas of need, nurses must use evidence from various sources, such as the literature, clinical practice guidelines (CPG), professional organization practice alerts or position papers, and protocols. These sources of evidence can also be used to set goals for improvement and best practices with an eye toward improving the care experience or outcomes for patients.
The challenge facing many care environments and health care practitioners is how to plan for change and implement changes. For if we cannot effectively implement changes in practice or procedure, then our goals of improving care will likely amount to nothing. This assessment focuses on allowing you to practice locating, assessing, analyzing, and implementing change strategies in order to improve patient outcomes related to one or more clinical goals.
This assessment will take the form of a data table to identify areas for improvement and to set one or more outcome goals, as well as a narrative describing a change plan that would help you to achieve the goals you have set.
Professional Context
One area in health care that it is necessary to consider is the environment in which nurses work. It is important that this environment evolves and changes so that all patients are adequately supported. For this assessment, you will develop a change strategy to improve the health care environment. These changes can be rooted in a desire to improve clinical outcomes and data related to assessment accuracy, drug administration, or disease recovery rates. A key skill for master's-level nurses is to be able to evaluate clinical data and create a change plan to help drive improvements in the data to reach set goals.
Scenario
Consider a current environment. This could be your current care setting, the care setting presented in the scenario Vila Health: Using Concept Maps for Diagnosis, or a care setting in which you are interested in working. For the setting that you choose you will need to have a data set that depicts sub-optimal outcomes related to a clinical issue. This data could be from existing sources in the course, a relevant data set that already exists (a data set from the case study you used as a basis for your previous Concept Map assessment or from your current place of practice), or an appropriate data set that you have created yourself. (Note: if you choose to create your own data set, check with your instructor first .
Nursing home self assessment surveys and patient satisfactionCare Analytics
Care Analytics assessments are important because they give you a realistic view of what is happening in the day-to-day practice of your facility. They help you sort out problems that need considerable work from issues that appear to be working reasonably well and perhaps need only staff reminders to be on
track. Unlike surveys in which you try to put your best foot forward, this is a survey that requires you to look at both feet honestly and constructively.
COnverting an Academic Medical Center to NIAHO/ISO 9001: Charleston Area Medi...Wes Chapman
This is the first in a series looking at the motivations, methods and outcomes from our efforts at Charleston Area Medical Center (CAMC) to build a “best-in-class” patient centered quality management system (QMS) including accreditation via NIAHO/ISO 9001. These articles are designed to be quick reads, and capture the realities that we encountered in this quest.
Clinical Assignment Quality Improvement Final Project GoalWilheminaRossi174
Clinical Assignment: Quality Improvement Final Project
Goal:
· Combine your Quality Improvement Project Part 1 through Part 3 and finalize the Quality Improvement Project.
· Compose a conclusion for your Quality Improvement Project.
Content Requirements:
1. A description of the clinical issue to be addressed in the project.
2. An assessment of clinical issue that is the focus of the quality improvement project.
3. A SWOT (strengths, weaknesses, opportunities, threats) analysis for the project. Analysis of the strengths, weaknesses, opportunities, and threats related to the quality improvement process.
4. An outline of the action plan for the project.
5. Discuss stakeholders and decision makers who need to be involved in the quality improvement project.
6. Discuss resources including budget, personnel and time needed for the quality improvement project.
7. Discuss potential strategies for implementation and evaluation.
8. Conclusion
Submission Instructions:
· Refine your Quality Improvement Project Part 1, Part 2, and Part 3 based on your instructor's feedback.
· The paper is to be clear and concise, and students will lose points for improper grammar, punctuation and misspelling.
· The final project is to be 8 - 12 pages in length and formatted per current APA, excluding the title, abstract and references page.
· Incorporate a minimum of 12 current (published within the last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work.
· Journal articles and books should be referenced according to the current APA style (the library has a copy of the APA Manual).
Running Head: QUALITY IMPROVEMENT PROJECT 3
QUALITY IMPROVEMENT PROJECT
Part 3
June 20, 2021
Quality Improvement Project
Action Plan
Outline
-Defining the scope of the recruitment work plan, nursing residency enhancement, and career development projects.
-Allocation of responsibilities to stakeholders of the project departments.
-Estimate and create workable timelines and activities for each team.
-Note down the budget for the project.
The project involves an action plan to ensure quality improvement in the nursing profession. It is based on the fact that there is a significant shortage of nursing practitioners, which directly affects their quality of service. The action plan itself involves defining the nature of the recruitment work plan, which will be in connection to the newly graduated nurses with no experience and using their feedback on the job to determine if they will retain them. The work plan will involve questionnaire interviews, group sessions, and one-on-one interviews about the state of the job as the nurse continues.
The action plan will also include research on the state of nursing residency facilities at different medical institutions and later crafting proposals to the medical center and the government department involved in their nursing residency facilities with recommendations. Th ...
Clinical Assignment Quality Improvement Final Project Goal
GCD Team 4 FinalProposalPaper
1. 1
Kaizen Hospital
Patient Satisfaction Analysis
Global Consulting Detectives
Iris Nibbs, Aleena Narithookil Chung Hua (Ed) Ho,
Devin Ng, Alice Nguyen, and Rachel Pierson
9 March 2015
2. 2
Table Of Contents
Introduction...................................................................................................................................3
About Kaizen.................................................................................................................................3
Business Goals and Objectives.....................................................................................................4
Project Scope .................................................................................................................................4
Project Constraints .......................................................................................................................7
Project Assumptions .....................................................................................................................8
Solutions.........................................................................................................................................8
Discharge Process.................................................................................................................................................................8
Employee Interaction......................................................................................................................................................10
Cafeteria Solution.............................................................................................................................................................13
Project Team ...............................................................................................................................16
Lessons Learned..........................................................................................................................18
Conclusion ..................................................................................................................................18
Works Cited/Referenced .........................................................................................................19
3. 3
Executive Summary
Throughout analyzing the survey data provided by the customer, Global Consulting Detectives (GCD)
found three areas that could be improved on to increase Kaizen Hospital’s patient satisfaction. The first
area that needs adjustment is the discharge process, where the most time wasted occurred. After
researching, we found severalstudies done on what improvements could be made to the discharge process
that would lead to an increase in customer satisfaction. GCD decided to used LEAN methodology to
implement a workflow that would eliminate the wasted time. The second area in need of improvement is
Kaizen’s cafeteria,where dissatisfaction was specifically related to the temperature of the food. Data
suggests that the food temperature plays an important role in patient satisfaction with hospital services.
Our recommendation is to use Chinese dim sum carts to keep the temperature warm when food is
delivered to the patients. The last area GDC focused on was with employee and staff interactions. Perhaps
the most important area within any facility that provides service is the relationship between the employees
and customers. The patients at Kaizen hospital feel they are not treated with a positive attitude from the
employees based on the documents provided by Kaizen. Our recommendation is to implement an
interactive employee training program which includes using visual, hands on, and verbal communication.
Throughout the entire implementation process, we are aiming to decrease the discharge process time by
20%, reduce heat lost for food by 60%, and improve employee training programs by involving staff
feedback which in turn increases the staff’s level of confidence, teamwork, and communication.
Introduction
This project is helping Kaizen Hospital increase patient satisfaction by improving the process flows of the
departments that patients are most dissatisfied with. Possible solutions will be recommended to Kaizen
Hospital with a focus on re-engineering the processes for three of Kaizen Hospital's departments. With
the qualitative and quantitative data provided for us by the Hospital’s Patient Satisfaction Survey, we
believe that decreasing the time to discharge, decreasing food temperature lost, and implementing a new
training program will improve the satisfaction level for the patients. We recommend a LEAN
methodology for discharge process,heated dim sum carts for cafeteria services,and shorter more
interactive training for the staff.
After researching studies done on improving the discharge process that would lead to an increase in
customer satisfaction, GCD used LEAN methodology to implement a workflow that would eliminate the
wasted discharge time. Additionally, data suggests that food temperature plays an important role in
patient satisfaction with hospital services, so our recommendation is to use Chinese dim sum carts to keep
food temperature warm when food is delivered to the patients. Our final recommendation is to implement
an interactive employee-training program, which includes using visual, hands on, and verbal
communication. By implementing an interactive training program that includes problem solving, role-
play, and hands on demonstrations, better-trained employees are more equipped to deal with patients.
About Kaizen
Kaizen is the first gastroenterology hospital in Gujarat, and is centered on the idea that every area of life
deserves to be continually improved. Their vision of themselves in the future is to be a hospital that is
globally recognized for providing superior care and compassion. They hope to attain their goal through
meeting patient satisfaction expectations and continuous innovation.
4. 4
Business Goals and Objectives
The primary goal of the project is to analyze patient satisfaction data,provided by Kaizen Hospital in
order to determine the major dissatisfaction of patients and to deliver recommendations to increase patient
satisfaction throughout the discharge processes,cafeteria,and admission. Based on our analysis of the
data, the recommended solutions will focus primarily on three key areas of Kaizen: Discharge Process,
Cafeteria Services,and Staff Behavior. The goals of auditing these three key areas are to increase
productivity and efficiency to better the processes involved with patient interaction at Kaizen Hospital.
With the specific training we hope to foster more open lines of communication within the staff. Chinese
Dim Sum carts will solve the food temperature issue. LEAN methodology will highlight the places in the
discharge process that are available for improvement preparing the way for future improvements.
Throughout the entire implementation process, we are aiming to decrease the discharge process time by
20%, reduce heat lost for food by 60%, and improve employee training programs by involving staff
feedback which in turn increases the staff’s level of confidence, teamwork, and communication.
Project Scope
The main objective of this project will be to identify specific problems and key processes that impact
patient satisfaction at Kaizen Hospital. After analyzing data provided, our team will research specific
problems Kaizen Hospital is facing. The team will identify three departments, out of eleven, which GCD
can fix with the Kaizen philosophy, using $10,000 as our budget. We will start brainstorming on ideas
that fits the category with the knowledge from scholarly sources. With the ideas generated,the assigned
team members will then refer back to their original sources to come up with the exact solutions. These
will then be tested to see whether or not they fit into the theory as well as the budget. The main focus of
GCD will be to improve the departments through LEAN methodology implementation, adopting Chinese
Dim Sum carts,and training program changing.
Requirement
Number
Sub
Categories
Requirement Category Source Status
1 Analyze Patient
Satisfaction Survey
Data
All Kaizen Completed
1A Group the data by
yearly average
All GDC Completed
1B Sumall three years
averages per
department
All GDC Completed
1C Rank departments
by sum from most
problematic to least
problematic
All GDC Completed
2 Select main areas to
further analyze
All GDC Completed
2A Isolate the top five
problematic
departments
All GDC Completed
2B Discuss within the All GDC Completed
5. 5
group the three
departments we will
be focusing on
3 Patient Survey All GDC Completed
3A Compile questions
based on problem
departments
selected
All GDC Completed
3B Analyze responses
we receive fromthe
patient survey we
sent
All Kaizen Completed
4 Analyze food
preparation and
storing
Cafeteria
Services
Patient Survey Completed
4A Ask how it is done Cafeteria
Services
Completed
4B Research how it is
done elsewhere
Cafeteria
Services
Completed
5 Look into Food
Delivery Process
Cafeteria
Services
Kaizen Completed
5A Ask Nehal Cafeteria
Services
GDC Completed
6 Informal Patient
Data
All Initial
Videoconference
with Nehal
Completed
6A Ask if the
information is
recorded. - no it is
not
All Videoconference
with Nehal
Completed
7 Discharge
informational flow
Discharge
Department
Kaizen Completed
7A Ask Nehal how
information is
passed between
departments -
intercom
Completed
7B Determine who is
incharge of the
discharge process
Completed
8 Discharge
Paperwork Flow
Discharge
Department
Kaizen Completed
8A Determine average
time to gather
paperwork
Discharge
Department
GDC Completed
9 Research best
practices in patient
satisfaction
Technology GDC Completed
9A Wait for the Technology GDC Completed
6. 6
answers we
may/may not
receive from our
patient survey and
analyze their
responses
10 Research other food
catering services in
Gujurat area
Cafeteria
Services
GDC Completed
10A Research cafeteria
services in U.S.
hospitals to
compare with
Kaizen
Cafeteria
Services
GDC Completed
11 Look into training
programs
Employee
Training
GDC Completed
11A Management
should set clear
goals, activities,
and expectations
for their employees
Employee
Training
Kaizen Completed
11B Draft/suggest a
training program
for Kaizen staff
Employee
Training
GDC Completed
Lists of tasks/activities completed per week:
7. 7
Our deliverables include the following:
● Team Contract
● Initial Proposal, Scope
● Project Requirements
● Preliminary Presentation
● Recommendations
● Final Proposal
● Final Presentation
● Follow-up Patient Survey
● Analysis of Provided Patient Satisfaction Survey
Project Constraints
The biggest constraint to our project was time, we only had four usable weeks for this project out of a ten
week term. While we did manage to maintain our momentum and meet our projected goals for the week
8. 8
there was a lot of emotional upheaval because of the limited time we had to understand the problem.
Another constraint that compounded our issues with project time was the skill level of the team. We have
performed to the best of our abilities, however there were a few knowledge gaps that made going about
this project difficult. We had difficulty in reaching the customer for a meeting. We were unable to
confirm a time with them until week seven, which was our second to last week of this project. That
meeting took three weeks to plan and confirm. Another constraint was the provided budget, due to the
$10,00 limit we were unwilling to recommend a technological solution that came with a large price tag. In
addition to this we maintained an awareness of the education level of any end users of our
recommendation, which also limited our recommendations based on technology. The largest constraint
that we maintained throughout our project was a respect for our client’s philosophy, we did not want to
recommend anything that would be counter to the philosophy that Kaizen represents.
Project Assumptions
• Assume that most of the staff is illiterate, solutions were made with this in mind.
• That the discharge process is paper throughout.
• The discharge process changes hands between shifts.
• The food is served in containers that are 5in wide by 5in long and 3.125in tall and are stacked
four high.
• That warming or heating elements are not connected to or used in conjunction with the current
food carts
• We assume nurses are doing all the discharge process (contact departments, gather files), which
start next day
• Billing department starts at 9am, which slows the discharge process
• Evening round starts at 5pm and takes an hour to make the round
• Consultants have time to do 2 rounds/ day
Solutions
Discharge Process
Through our analysis of Kaizen Hospital’s current discharge process,the GDC team has identified the top
three areas of dissatisfaction experienced by patients during discharge. These areas,(1) Time taken for
discharge, (2) Discharge summary provided on time, and (3) Return of medicines, will be the main focus
of improvement within the discharge process. Our recommendation for improvement will involve process
audits of Kaizen’s current discharge workflow by specifically targeting those three areas stated above.
Kaizen Hospital’s current discharge workflow takes on average two days for completion. In summary,
starting on the evening day before discharge, the Medical Officer/Nurse is informed about patient’s
discharge. The MO/Nurse then has to prepare discharge summaries that evening and then enter into
HIMS. It is not until the following day that the patient is ordered for final discharge and the bulk of the
discharge process is completed. Medical records are then double-checked and the pharmacy department
will order the return of medicines. Next, the Billing Department will audit the bills and collect payment,
9. 9
which results in a discharge authorization slip. It is not until then that the patient can be discharged.
Kaizen’s current process is pictured below:
GDC has concluded that the majority of the process hang up is between the evening rounds of discharge
confirmation and the processing the next day. By having only one specific time during the day for all
patients to be checked for discharge is inefficient. Our proposed solution involves the creation of a
Discharge Department within Kaizen to handle all discharge activities and requests throughout the day,
starting from 8AM. A supervisor will be hired to head the Discharge Department and staffed with current
nurses and consultants. This department is responsible for handling and mediating the discharge summary
papers between Doctors/Nurses and the rest of the other departments to ensure those documents are
provided on time. In addition, the Billing department will operate an hour earlier, starting from 8AM to
better align with the Discharge Department’s hours to handle the evening requests the day prior. The
hospital staff will process the return of medicines quicker now that the discharge summary and billing can
be confirmed before the medication is taken back.
The recommendation also proposes the implementation of two rounds of discharge checks,instead of the
current, one evening round. Currently, Kaizen only has one round of discharge checks by consultants,
meaning that all patients have to wait until the end of the day to be cleared for discharge in the afternoon
the next day. By implementing two rounds, the first being a discharge check by consultants from 10-
11AM, patients who are deemed ready for discharge can leave during the evening. After the first round of
checks,from (11AM-1PM) a dedicated staff member (Discharge Dept Supervisor) will handle all
10. 10
confirmed discharge requests to make sure patient documentation flows efficiently from doctors, to the
billing, and then pharmacy departments. The second round of discharge checks will be performed that
evening (5-6PM), which will be processed in the morning by the Discharge Department Head. As stated
before, the Discharge and Billing departments will operate at 8AM to ensure that the patient
documentation is handled as early as possible so that patients confirmed the evening prior can be
discharged by the afternoon. Our recommendation of the discharge workflow is below:
By dedicating a department to solely handle discharge activities and requests, in addition to,
implementing two rounds of discharge checks, the amount of patients discharged per day will increase
with time taken for the discharge process decreasing. Cost estimations of this implementation include, a
hire of a supervisor ($3000USD), with the creation of a hospital department ($1300- Office space,office
furniture) and will use the already staffed nurses and consultants at Kaizen.
Employee Interaction
The main objective in improving employee and staff interaction is to ultimately improve upon their
interactions amongst patients. Focusing on enhancing the skills of all Kaizen staff members will lead to
organizational effectiveness. Rather than addressing training through the way Kaizen is traditionally
11. 11
doing right now, which is need based, generalized training which held in 90-minute sessions, our plan is
to implement hands on, interactive training which can help improve staff behavior monumentally.
The flowchart attached below features Kaizen’s current method of employee training:
As you can see,Kaizen first (1) identifies whether or not employees need training. Kaizen then
(2) determine areas that their employees need improvement in and go into (3) general training shortly
after. According to the answers we received from Nehal, Kaizen trains their staff by (4) circulating hard
copies of PowerPoints and documents related to policies. A regular training session is roughly 90-minutes
long. After training, Kaizen (5) conducts formal reviews and exams in specific training programs. If (6)
additional training is required, Kaizen will repeat Step 3, General Training and onward.
Our solution to improving Kaizen’s training method is pictured below:
12. 12
In this flowchart, Steps 1 - 3 from the first flowchart are repeated. Beginning in Step 4 is our
suggestion to Kaizen to introduce an integrated approach to their training system. Although there are
separate training programs for employees in different departments, one way to approach such training is
to focus on enhancing the skills of all employees through visual, verbal, and hands on training.
Traditionally, Kaizen hands out hard copies of policies and PowerPoints during training which can be
mundane and boring. Our suggestion for Kaizen is to implement fewer lecture based and more interactive,
hands on training such as role play, problem solving, and showing videos. Demonstrating important
policies through role-play for instance is much more efficient because it saves paper and gives employees
the opportunity to ask questions if they don’t understand right away. Namely, if a supervisor demonstrates
the proper way to segregate waste into the correct waste bins, his/her staff will be able to better remember
and ask questions on the spot rather than reading through various documents of policies themselves.
Additionally, because there needs to be a certain amount of staff on the hospital floor at all times,
supervisors from every department could delegate a certain number of participants to go to training at one
time without affecting the daily routines of their unit. Also, instead of one 90-minute long training
session, breaking up training into three parts, three 30-minute long sessions is much more effective
because it will give staff a fresh reminder in case they forget anything. Training could be broken up with
each session held every four months throughout the year. After employees complete their training, we
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recommend evaluations to focus on “self-reflection” and “personal feedback” in place of formal exams
and reviews. Feedback from employees gives them the opportunity to express any complaints and
suggestions to their supervisor to be addressed. Studies have shown that self-reflection and feedback
helped participants improve their confidence level, communication skills, and teamwork.
Through using a hands on, visual approach to training, Kaizen can enhance their employees’
skills in an interactive way that is less mundane than typical training. One drawback could be the cultural
aspect in India of “not asking questions” because employees don’t want their employers to think they
don’t understand something. However,this drawback is not significant because encouraging feedback is
not about asking questions, but about sharing your own ideas and grievances. Feedback in essence
encourages communication between employees and supervisors instead of simply asking questions and
receiving answers. By taking an integrated approach to training, Kaizen will successfully enhance the
skills of workers in all departments thereby creating a synergy that would contribute to organizational
effectiveness and patient satisfaction. Better-trained employees therefore are highly equipped to handle
interacting with patients as well.
Cafeteria Solution
The main objective in improving cafeteria services is to improve the customer satisfaction, focusing on
improving the temperature of the food. We recommend replacing the trolleys with Chinese Dim Sum
Steam carts. This can be purchased online on Peach Suite an hotel, resort, and restaurant supplies and
equipment store. This product will help keep the food warm,therefore increasing customer satisfaction.
The flowchart attached below shows Kaizen’s current cafeteria food delivery process
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According to the answers we received from Nehalthe dietician provides instructions on how to prepare
the food. The food takes around 15 minutes to prepare and cook. Once the food is ready they pack the
food which takes around 5 minutes. Once the food is packed, every moment between food preparation
and food being served is a moment in which heat temperature is decreasing. Food takes around 20- 30
minutes to reach the patient therefore the food starts cooling down, it is usually ready by 11am. By the
time the food reaches the patient the food is cold hence they are unsatisfied.
The flowchart attached below shows GCD’s recommendation for the cafeteria food delivery process.
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Our recommendation for the food delivery process does not start to get implemented until the
food packing process. Kaizen being a gastroenterology hospital needs to follow the dieticians instructions
to prepare food, therefore we do not want to make any changes to that step in the process. Since the food
starts cooling down once it is prepared, we recommend that the food is packed and placed into the
Chinese Dim Sum Steam cart. The steam cart will allow the food to be insulated therefore keeping the
food temperature high when delivered to the patient. This will make the food more appetizing and will
increase the patient satisfaction.
The Chinese Dim Sum Steam cart can be easily purchased online at peachsuit.com for $595.04
plus shipping and tax for each cart. The cart is stainless steel 20”W X 30”L X 34”H and can carry around
24 stacks of containers based on the dimensions of the new cart. We recommend purchasing around six
carts,one for each floor. The cart uses sterno cooking fuel, it uses alcohol/ canned heat. The cart is small
and has wheels for easy maneuvering. This cart will help keep the food warm and insulated for around
three hours therefore they can start preparing the food earlier if desired.
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Project Team
Team Layout:
Team Roles and Responsiblities:
● Nibbs, Iris - Project Manager
● Assigned parts to team members
● Oversaw team on making sure they submit parts on time
● Ran through project manager charts and guideline assignments
● Completed and submitted progress reports
● Finalized and submitted deliverables
● Contacted and created meeting times with client, team members, coordination team and
professor
● Research generalhospital information on Kaizen, India and United States Hospitals
● Narithookil, Aleena - Research Analyst/Communicator
● Research of Cafeteria food delivery process,
● Helped draft patient survey
● Created cafeteria delivery process flowchart
● Helped format final PowerPoint presentation
● Helped write about cafeteria delivery process and lessons learned
● Ho, Chung Hua (Ed) - Presentation Developer, Quality
● Check solution quality of three areas
● Presentation organizing, right paper
● Further improve solutions, ideas generating, project scope, project overview, assist on all
flowcharts creating, executive summary, survey creation.
● Ng, Devin - Presentation Developer, Quality
● Research of Discharge Process
● Project Scope
● Overview of Project Goals
● Presentation
● Development of Discharge Flow Charts
● Patient Survey
● Nguyen, Alice - Writer/Editor
● Research of Employee Training Programs
● Helped format Final PowerPoint presentation
● Created Employee Training flowcharts
● Pierson, Rachel - Writer/EditorTeam Communication Statistics
● Research of Discharge Processes and solutions, Helped format Final PowerPoint
presentation, Helped format and edit the Final Proposal, and Analysed Raw Patient Satisfaction
Survey Data
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Over the course of five weeks we met with our client once during the planning stage. As a team we met a
total of eight times with more time being dedicated to the wrap up phase of our project.
Our primary form of communication with our client was through email, a total of 39 were sent over the
course of the project. Group me, a text forum, was the team's primary form of communication with
emails being used to send files or information that could not be easily communicated through text. The
team send a total of 16 emails and 690 texts over the life of the project.
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Lessons Learned
There were severallessons we learned over the course of this project. We learned to identify and
build on each other’s strengths and weaknesses. We were able to learn this from assigning each other
specific roles. We switched roles around after the first week,specifically switching the role project
manager to another team member after realizing that member possessed good leadership skills.
Additionally, learning how to maintain communication with the customer despite time zone differences
was also challenging initially. We had to keep in mind what time our emails were being sent so that our
customer would be awake and available to read them. This hurdle was not as large as learning to follow
up with the customer however. When sending emails we learned to condense our questions to make sure
that they would be answered. When following up after not receiving responses for severaldays, we had to
take an assertive approach and ask that our questions be answered to move forward with the project
efficiently. Lastly, we had to keep in mind the cultural differences when formatting emails as well. Text
formatting for dates and listing our names were different (ex: Last Name,First Name) compared to the
American way.
Throughout the project our group faced some challenges such as having disagreements on certain
topics. We had outspoken members within our group and with the pressure of meeting deadlines it lead to
small disputes. For example when we were trying to make a scope change we were debating if we wanted
to change the scope to design thinking. Certain days not all group members were able to attend meetings
due to prior obligations. We faced this issue by virtually communicating with them or briefing the person
individually.
Conclusion
In conclusion, our project with Kaizen put us in a realistic situation for something that we could all apply
in the realworld. Specifically, analyzing data that Kaizen collected for us was a good starting point in
figuring out what departments to focus on. After narrowing down the departments that received the most
complaints. Discharge, Cafeteria,and Employee/Staff Interaction, we delved into research for possible
solutions to implement to resolve the issues within each of these departments.
Namely, the main area of concern for the Discharge department was the lengthy discharge time. To
resolve this issue we plan on hiring a supervisor to oversee all discharge activities. Then we suggest
implementing two rounds of discharge checks by consultants instead of the one pre-established round of
evening checks. Shortly after patients are discharged, we suggest giving a follow-up call 72 hours after
patients are discharged. Next, for the Cafeteria department the main complaint from patients was with
food temperature. Our recommendation for this was to purchase six Chinese dim sum steam carts,one for
each floor to transport food to. These dim sum carts insulate food and keep them warm after the 15-20
minutes of preparation for the food. Lastly, to improve employee and patient interaction we recommend
Kaizen implements a new,interactive training program in place of the current program. The new program
suggests involving employee feedback and self-reflection so employees feelmore involved. Since many
Kaizen labor employees are illiterate, by inputting interactive games and problem solving, these
employees won’t have to be concerned with not being able to read hard copies of documents and policies
handed to them. Better-trained employees are more equipped to handle their daily transactions with
patients.
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Overall, our solutions for the dim sum carts and hiring supervisors will cost $9,600 with the leftover
amount of $400 to be used for labor costs from training sessions. Our budget is in line with Kaizen’s
budget of $10,000.
Overall, this project gave us a set amount of time to come up with helpful recommendations for Kaizen to
improve their patient satisfaction. Improving patient satisfaction brings a good name to the hospital and
encourages positive word-of-mouth for Kaizen which can bring in more patients for Kaizen. We hope our
solutions are helpful and in line with the Kaizen philosophy of “every aspect of life deserves to be
continuously improved.”
Works Cited/Referenced
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Panchapakesan,P.,Sai, L. P.,& Rajendran, C. (2015). Customer satisfaction in indian hospitals:
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Khurana, S., Taneja, N., Thapar, R., Sharma, M., & Malla, N. (2008). Intestinal bacterial and parasitic
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Lund, B. M., & O'Brien, S. J. (2009). Microbiological safety of food in hospitals and other healthcare
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Peachsuite Hotel, Resort & Restaurant Supplies and Equipment. (n.d.). Gsw C-STM Stainless Steel 20"W
X 30"L X 34"H Chinese Dim Sum Steam Cart. http://www.peachsuite.com/
Amazon. (n.d.). Rome 2667 Stainless Steel 4-Tier Round Tiffin Food Carrier, 5 by 12.5-Inch.
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