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Mohawk Hospital is a 212- bed community hospital in Malone New York. In early 2016, hospital CEO, Rebecca Thomas was anxious to roll out five projects to improve the quality of care for patients. Over the course of 12 months, the following performance improvement (PI) programs were implemented: Lean Performance Improvement Service Excellence Program (Customer Service) Waste Not, Want Not (A program to reduce hospital cost by 10% in one year.)

Mohawk Hospital is a 212- bed community hospital in Malone New York. In early 2016, hospital CEO, Rebecca Thomas was anxious to roll out five projects to improve the quality of care for patients. Over the course of 12 months, the following performance improvement (PI) programs were implemented: Lean Performance Improvement Service Excellence Program (Customer Service) Waste Not, Want Not (A program to reduce hospital cost by 10% in one year.) Fall Not (An effort to reduce patient falls to zero) Dress Up (An effort to improve the overall look of hospital staff) By the end of 2016, her COO, Scott Adams, told Ms. Thomas that all of the above programs were in place. However, during ‘All Staff’ meetings with the CEO, no one could identify any of the performance improvement efforts underway, except the “Fall Not” campaign.

Based on this information, Ms. Thomas requested an all-hospital survey to evaluate employee knowledge of and commitment to what she believed to be extremely important projects to improve patient care. She was shocked and dismayed by the key findings: Employee awareness of and active participation in most PI efforts was about 20% Leaders did not believe they were accountable to drive hospital performance improvement. In fact, they believed that these were just projects that were largely forgotten about by the organization by now. There was no indication that performance improvement outcomes or metrics were available or visible for staff to review. Staff were not aware of any training programs regarding performance improvement that were available to them. A key finding was that as future PI efforts were announced, they would be short lived and not of any more importance than the last batch. Directions: Using the Longenecker and Studer articles, suggest a set of strategies for Mohawk Hospital to adopt to improve their PI effort on a going forward basis. In keeping with the process of business writing (see Instructor Commentary), write a concise report and limit content to five (5) double-spaced pages, exclusive of the title and reference pages.

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