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HCO's clinical quality improvement program

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What roles do leadership and physicians play in an HCO's clinical quality improvement program?
Use the internet to find examples that support your answer.

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Designing, Measuring, and Building Quality of Care in HCOs

What roles do leadership and physicians play in an HCO's clinical quality improvement program? Use the internet to find examples that support your answer.

It is leadership that provides collaboration for the HCOs that lead to improved quality of care. At the core of these collaborative is a set of concepts which form the basic principles of "lean production." Kindly think in the following terms:These dynamic concepts reflect a comprehensive approach to achieving unprecedented levels of performance by engaging physicians in continual improvement and the elimination of waste. Key principles include: waste reduction, continuous flow, reducing demand, plotting measurement over time, matching capacity to demand, and cooperation. Experts agree that these principles, which helped to effectuate the transformation of the manufacturing industry, are appropriate and applicable to the establishment of a new foundation for health care service delivery.

Please think of the following: Prime example of waste reduction initiated by physicians was illustrated in a 1994 study conducted by the Kapiolani Medical Center (KMC) in Honolulu, Hawaii. An eight-month study started by the hospital leadership by revealed that using specialized gowns for newborns in intensive care was ineffective in protecting them from infection. You should think of the following:Fourteen independent studies each commenced by the leadership and supported by physicians had similar findings and several identified less costly, more effective methods for protecting babies from infection. In spite of these studies and others, few hospitals implemented the procedural care recommendations. On average, hospitals can spend upward of $120,000 annually to gown infants.

Please consider the following: Continuous flow is enhanced when all information about service demand and delivery are readily accessible (i.e., patient's medical history, test results, relevant medical information, etc.). Who makes this possible? The physicians. This information is then utilized to support accurate and timely prediction--supplying care only when, and exactly when, it is needed. The leadership plays this role. Once waste is eliminated and continuous information ...

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