The Methodist Hospital of Southern California is a tertiary care facility that delivers all-encompassing medical care to residents in the surrounding area of southern California. The hospital is a component of the Methodist Healthcare System. This faith-based organization offers a full range of medical services, such as emergency treatment, primary care, specialty care, inpatient and outpatient care, and preventative health programs. Methodist Hospital of Southern California aims to provide caring, high-quality medical treatment that is readily available and reasonably priced to anyone interested in receiving it (Grossman et al., 2020).
The rates of complications and deaths connected with healthcare-associated infections (HAIs) are an essential measure of the quality and safety of patient care in hospitals (Procter et al., 2020). In hospitals, HAIs are a prevalent cause of morbidity and mortality, and they have a significant financial impact on the healthcare systems of many countries. The information provided by the hospital reveals that its complication and fatality rate related to HAIs is 0.6%, which is lower than the average rate of 1.1% across the country.
Healthcare-associated infections (HAIs) are a significant source of preventable morbidity and mortality in acute care hospitals, including Methodist Hospital of Southern California. The most recent data from the Centers for Disease Control and Prevention (CDC) indicates that on any given day, 1 in 31 patients in an acute care hospital in the United States has at least one healthcare-associated infection. HAIs can lead to severe complications, including organ failure, sepsis, and death.
The overall rate of HAI-related deaths in US acute care hospitals is estimated to be 8.5 deaths per 1,000 patient days, ranging from 0 to 23.1 deaths per 1,000 patient days. While the rates of HAI-related deaths in acute care hospitals vary across the country, the rate of HAI-related deaths in Methodist Hospital of Southern California is unavailable. In order to reduce the rate of HAI-related deaths and serious complications, acute care hospitals should focus on implementing evidence-based infection prevention and control measures, including hand hygiene compliance, environmental cleaning and disinfection, and the implementation of appropriate antibiotic stewardship programs. Additionally, acute care hospitals should ensure that staff is appropriately trained in recognizing and managing HAIs.
For this measure, the Methodist Hospital of Southern California scored a 93%, which is higher than the national average of 90% (Miller et al., 2019). This indicates that the hospital is providing quality and safe care for patients. It is important to note that this measure does not include deaths that are unrelated to the medical care received from the hospital. It is important to note that this measure does not provide information on the type of complications or deaths that have occurred, so further evaluation is required to determine the quality and safety of care provided by the hospital.
The Complications and Deaths measure is an essential indicator of the hospital’s quality and safety of care. High scores on this measure help ensure that the hospital meets accreditation standards and minimizes patient risk. It can also impact the hospital’s financial status, as a high score on this measure can help the hospital maintain its reputation and attract more patients (Rawshani et al., 2019). Additionally, having a high score on this measure can help the hospital receive more funding from state and federal sources. In short, this measure is an essential indicator of the quality and safety of care provided by the hospital and can directly impact the hospital’s financial status. HAIs are expensive to treat, and a lower rate of complications and deaths associated with HAIs can help to reduce the costs associated with treating them.
These SMART goals are essential for Methodist Hospital of Southern California to enhance the level of care offered to patients while simultaneously reducing the risk of injury. Patients will have a better chance of surviving if the hospital’s mortality rate is cut by 10% by the end of 2023. This goal is attainable by working hard to improve the quality of treatment provided to patients. It is possible to ensure that patients are seen and treated in a timelier and more effective manner if the typical amount of time spent in the emergency department is cut by 15 minutes by the end of the year 2023. (Ogbeiwi 2021). Finally, developing a quality improvement plan to lower the rate of complications by 7% by the end of 2023 will ensure that the care delivered is of the most excellent possible quality and that any potential difficulties are promptly addressed and reduced.
There have been efforts at the local, state, and national levels to reduce the number of complications and fatalities HAIs cause. These efforts have resulted in the creation of several policies and regulations. The Centers for Disease Control and Prevention (CDC) has compiled a detailed set of recommendations for preventing and managing HAIs. In addition, standards for the prevention and control of HAIs have been developed by the Joint Commission.
The Leapfrog Group is an organization nationwide focusing on elevating healthcare standards and patient safety across the United States. This group has created various initiatives, such as the Hospital Engagement Network (HEN) program, to lower the prevalence of healthcare-associated infections in hospitals providing acute treatment (Millenson, 2022). Through the HEN program, hospitals and the Leapfrog Group collaborate to reduce the prevalence of healthcare-associated infections by adopting best practices. Better hand washing, more medications, and stricter standards for preventing infections are all examples of such techniques.
Several strategies and policies have been implemented at Methodist Hospital of Southern California based on scientific evidence. They have been shown to lower the prevalence of healthcare-associated infections. These include more stringent rules for controlling infections, more widespread use of medicines, better surveillance and monitoring of infections, and enhanced hand cleanliness. To monitor and assess factors such as infection rates, the hospital has implemented a Quality Improvement Program.
The rate of healthcare-associated infections is predicted to decrease due to the hospital’s implementation of evidence-based practices and policies. However, the rate must be tracked over time to guarantee it is dipping lower. The hospital should also regularly assess and revise its policies and procedures to ensure they are consistent with the most recent findings from the scientific literature.
Methodist Hospital of Southern California has launched an all-encompassing quality improvement program to boost the standard of care it provides to patients. With this plan, we aim to boost everything from patient safety to overall happiness in their hospital experience. The program’s goals are to raise the efficiency of treatment plans, decrease the frequency of medical mistakes, improve the quality of patient records, and lessen the occurrence of drug errors. The initiative is also geared toward improving patients’ overall hospital experience, boosting their happiness, and establishing a safety culture.
Flowcharting, Six Sigma, and Pareto Analysis are the three quality improvement (QI) techniques and methodologies required for my quality improvement effort (Vaughn et al., 2019). Flowcharting is a methodology that uses the QI tool flowcharting to visually represent the processes that comprise a system or project. It is a method that can be used to diagram the actions that must be taken to finish a work, find potential difficulties, evaluate present procedures, and make improvements. Flowcharting not only offers a visual depiction of the tasks, resources, and relationships involved in a project, but it also offers an organized framework for tracking the progress of a project from the beginning to the end. In addition, it is a practical instrument for gaining a grasp of the circulation of information and resources and determining how the project should proceed. Flowcharting is an excellent tool for analyzing and enhancing a project’s overall efficiency and effectiveness since it maps out the processes and the linkages between them.
Six Sigma is a quality improvement system and tool that aims to raise product standards by cutting the number of “errors” or “defects” during production. It is a strategy to process improvement driven by data and aims to reduce variation while raising customer satisfaction levels. The purpose of the Six Sigma methodology is to cut down on the amount of variation in the process and to ensure that all outputs are satisfactory to the client’s needs. The approach incorporates a five-step procedure known as DMAIC (define, measure, analyze, improve, and control). This process is used to discover and eradicate faults that are present in processes (Vaishnavi & Suresh, 2020). In order to recognize and enhance processes, the Six Sigma methodology employs a variety of tools, including process mapping, process flow charts, and statistical process control, among others. In addition, various statistical methods are utilized inside the Six Sigma methodology to analyze data and evaluate quality.
The Pareto Analysis is a tool and approach for quality improvement used to prioritize efforts and find areas for quality improvement. It is founded on the principle known as the 80/20 rule, which claims that 20% of the factors are responsible for 80% of the consequences. With the use of Pareto Analysis, one can find the crucial few components responsible for the majority of the issues or that have the most significant bearing on the quality (Ali & Johl, 2022). It entails assessing data to identify the origins of faults, prioritize the activities that need to be taken to repair them, and track the results of attempts to improve. The Pareto Analysis can also be used to compare various processes or products and locate areas where improvements can be made. It is a helpful instrument for finding areas of improvement and focusing resources and efforts on the most critical areas.
In general, the QI effort can use these three tools and approaches to pinpoint areas that need development, prioritize operations, and gauge its overall level of advancement. Flowcharting can depict the process, Six Sigma can be used to reduce variance and develop measurable targets, and the Pareto Analysis method can determine which factors are the most important to concentrate on. The Quality Improvement program has the potential to be more successful if these tools and approaches are utilized.
Stakeholders are crucial to the success of the QI program because they are the initiative’s key drivers. Providers, patients, and payers are involved in this QI effort. In this quality improvement effort, providers play a pivotal role. Healthcare providers are doctors, nurses, and others who work directly with patients. Providers must be familiar with and comfortable with the suggested modifications to successfully carry out the QI program (Demes et al., 2020). They should have a say in the decisions made and be given opportunities to provide input on how well the effort is doing.
The patients are the second most important group involved in this QI project. They will be the ones who benefit most from the project; thus, their opinions matter. So that their needs and worries are taken into account, patients should be part of the planning and execution process. They need to have a say in the direction the project takes and have their opinions considered.
The third significant player in this QI effort is the payers. They are the ones who will be footing the bill for the project; therefore, they must have a say in how it is run. Furthermore, they should know how the program will affect their bottom line. The initiative’s success depends on their input, so they should also be asked to help with testing and tweaking the implementation.
These constituents’ participation in the QI effort is warranted for two reasons. To begin with, the stakeholders bring a wide range of viewpoints that can boost the project’s chances of success. Involving all stakeholders in the process makes it possible to address their problems and meet their specific requirements. In addition, the stakeholders offer a wealth of knowledge and tools that can be used to facilitate the initiative’s successful execution and realization of its objectives. The effort’s success depends on the contributions of all of these parties, each of whom brings particular expertise to the table.
When planning a QI program, time is one of the most valuable things to remember. Achieving the expected results from the program will only be possible with adequate time for implementation. Also crucial is a realistic schedule for the endeavor to work within. Both immediate and distant objectives, as well as intermediate benchmarks, will be outlined in this plan. The timeline should account for any potential obstacles or delays encountered during the project. Investment capital is also required for each quality improvement project. Considering the initial investment and potential maintenance expenses for every given effort is essential. These expenses must be accounted for to guarantee the project’s financial viability (Dreier et al., 2020). It is also crucial to investigate prospective funding options that could be used to sustain the effort.
Any Quality Improvement effort also needs access to materials. The initiative’s materials needs will vary depending on its particular objectives. Medical supplies and equipment, for instance, may be required for a project to better patient care. On the other hand, technology and training materials may be required for an effort whose primary goal is to enhance customer service. Lastly, a QI project will need people to work on it. Employees from within the company and those from outside the company who may be called upon to give necessary support or expertise are included here. When planning an endeavor, it is crucial to consider who needs to play what roles to ensure everyone with the right skills and knowledge is on board.
Electronic health records (EHR) are becoming increasingly significant in the healthcare industry to enhance the quality of care and reduce medical errors. Electronic health records allow doctors to access the most recent patient data, which boosts doctor-to-doctor contact and the quality of care patients receive. Healthcare professionals can use EHRs to monitor patient care and outcomes over time, which helps them spot problem areas and create innovative treatment plans.
The chosen state-of-the-art HIT solutions aim to enhance care and outcomes by collecting, storing, and analyzing patient data, providing doctors with evidence-based recommendations for diagnosis and treatment, and facilitating remote healthcare delivery. These tools will help the Methodist Hospital of Southern California collect, preserve, and analyze patient data, facilitating the QI initiative’s goals of locating areas for improvement and creating new protocols to enhance patient care (Shahnaz, Qamar & Khalid 2019). Patients will like the flexibility of receiving care in the comfort of their own homes. At the same time, doctors will appreciate the real-time monitoring and treatment capabilities made possible by the telemedicine system.
Using the cutting-edge HIT solutions chosen, the QI program can be woven into the larger strategic plan of the firm. Electronic health records (EHR), clinical decision support systems (CDSS), and telemedicine systems will help Methodist Hospital of Southern California collect, store, and analyze patient data, discover areas for improvement, and create new procedures for better patient care. In doing so, it will be easier for the organization to tailor its offerings to meet the requirements of its patients and achieve its long-term goals (Helle & Steele, 2021). Patients will appreciate the option of receiving care in the comfort of their homes, and doctors will appreciate the real-time monitoring and treatment made possible by the telemedicine solution.
There are numerous tools available to measure the success of the QI program. The initiative’s influence on patient care and happiness can be measured through surveys of patients’ perspectives on their experiences. In addition, the initiative’s effect on clinical outcomes can be assessed by monitoring the development of patient health markers over time. Finally, the initiative’s effect on operational costs and efficiency may be measured by keeping tabs on task completion times, error rates, and the total cost of providing care.
In conclusion, Methodist Hospital of Southern California’s Quality Improvement initiative is a step in the right direction toward meeting the local community’s needs for improved healthcare. This program can help minimize healthcare-associated infections, lower the risk of complications and fatalities, and enhance the quality of care by employing evidence-based practices, policies, and techniques like flowcharting, Six Sigma, and Pareto Analysis. Patients, providers, and payers are examples of stakeholders that must be consulted in order for the project to succeed. This QI program has the potential to be a success and improve the quality of care offered at Methodist Hospital of Southern California with the appropriate allocation of time, effort, resources, and staff.
References
Ali, K., & Johl, S. K. (2022). Critical success factors of Total Quality Management practices using Pareto analysis. International Journal of Productivity and Quality Management, 36(3), 353-381.
Demes, J. A. E., Nickerson, N., Farand, L., Montekio, V. B., Torres, P., Dube, J. G., … & Jasmin, E. R. (2020). What characteristics of the champion influence the implementation of quality improvement programs? Evaluation and Program Planning, 80, 101795.
Dreiher, D., Blagorazumnaya, O., Balicer, R. D., & Dreiher, J. (2020). National initiatives to promote quality of care and patient safety: achievements to date and challenges ahead. Israel Journal of Health Policy Research, 9(1).
Grossman, R. G., Lee, J., Baskin, D. S., Harper, R., & Britz, G. W. (2020). The history of neurosurgery at Houston Methodist Hospital. World neurosurgery, 142, 283-290.
Helle, S., & Steele, S. (2021). Cutting edge or ignored resource: assessing the uptake and content of the NHS e-Learning for healthcare on “identifying and supporting survivors of modern slavery.” Journal of Public Health, 43(2), 413–419.
Millenson, M. L. (2022). Leape’s Making Healthcare Safe: Both Invaluable and Incomplete.
Miller, P. E., Guha, A., Khera, R., Chouairi, F., Ahmad, T., Nasir, K., … & Desai, N. R. (2019). National trends in healthcare-associated infections for five common cardiovascular conditions. The American journal of cardiology, 124(7), 1140-1148.
Ogbeiwi, O. (2021). General concepts of goals and goal-setting in healthcare: A narrative review. Journal of Management & Organization, 27(2), 324–341.
Procter, B. C., Ross, C., Pickard, V., Smith, E., Hanson, C., & McCullough, P. A. (2020). Clinical outcomes after early ambulatory multidrug therapy for high-risk SARS-CoV-2 (COVID-19) infection. Reviews in Cardiovascular Medicine, 21(4), 611–614.
Rawshani, A., Rawshani, A., Sattar, N., Franzén, S., McGuire, D. K., Eliasson, B., … & Gudbjörnsdottir, S. (2019). Relative prognostic importance and optimal levels of risk factors for mortality and cardiovascular outcomes in type 1 diabetes mellitus. Circulation, 139(16), 1900-1912.
Shahnaz, A., Qamar, U., & Khalid, A. (2019). Using blockchain for electronic health records. IEEE Access, p. 7, 147782–147795.
Vaughn, V. M., Saint, S., Krein, S. L., Forman, J. H., Meddings, J., Ameling, J., … & Chopra, V. (2019). Characteristics of healthcare organizations struggling to improve quality: results from a systematic review of qualitative studies. BMJ quality & safety, 28(1), 74–84.
Vaishnavi, V., & Suresh, M. (2020). Modeling readiness factors for implementing Lean Six Sigma in healthcare organizations. International Journal of Lean Six Sigma.
write