Kausch and as a member of the quality improvement council. Corporate influences to assist in the hospital efforts consisted of providing staffing for QIP. “The mentor was provided by headquarters staff, and in the case of WFRMC was Dr. Batalden” (p. 525). The corporate headquarters also rovided a means for WFRMC to work with one of the other HCA hospitals to focus and develop self-assessment tools for department heads (McLaughlin & Kaluzny, The impact of the programs that would be instilled in WFRMC can be 2006).
measured through departmental quality improvement assessments.
The scoring matrix of the self-assessment focused on approach, deployment (implementation), and effects ((McLaughlin & Kaluzny, 2006).
The approach includes the eight dimensions: “leadership constancy, employee mindedness, customer mindedness, process focused, statistical thinking, PDCA driven, innovativeness, and regulatory proactiveness” (p. 30). The implementation assessment was focused around the depth of deployment; the awareness, knowledge, understanding, and application of the plan (McLaughlin & Kaluzny, 2006).
The effects were assessed on the overall quality of measureable results.
For example, CQI team for charting showed favorable results form quality improvement plans in that patient “report availability was improved, and there were fewer phone calls [with regards to errors] (p. 537). Implementation programs. The obstetric department utilized a consultant to evaluate quality. The result of this was that “it became clear that there was a demand for a system in hich a family-centered birth experience could occur” (p. 541).
This development ofa new family-centered system was based on the need to center its services on the customer preferences rather then a forced routine (McLaughlin & Kaluzny, 2006). In order to implement a new system Ms. Cynthia Ayres, an administrative director, was assigned to implement this new concept. The result was that “Ms. Ayres decided to use the CQI process to develop a new charge process and to evaluate the cost and resource consumption of the service” (p. 541). In the evaluation all processes of a delivery were under analysis.
Another tactical program that was supported with TQM was that of pharmacy. This was conducted as a result of the concern of “the rapidly rising costs of inpatient drugs, especially antibiotics, which were costing the hospital about $1. 3 million per year” (p. 543). A CQI team was formed and evaluated the process of how physicians selected antibiotics for treatment (McLaughlin & Kaluzny, 2006). The end result of the CQI process was the recommendation that antibiotics be listed in order of increasing cost per average daily dose (McLaughlin & Kaluzny, 2006)