Development of QHS Operational Plan

1Development of QHS operational plan
Running head: DEVELOPMENT OF QHS OPERATIONAL PLAN
Development of QHS operational plan
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2Development of QHS operational plan
Contents
Introduction....................................................................................................................3
First: the two recommended strategies for improving quality and patient safety in
QHS................................................................................................................................3
Second: The KPI’s of the chosen strategies, objectives and activities..........................4
Third: Risk management plan that directly addresses the creation of a “just culture” in
QHS................................................................................................................................5
Forth: An analysis of ensuring QHS compliance with ethical, regulatory, and legal
standards.........................................................................................................................7
Fifth: A recommended process for continuous monitoring and quality improvement. .8
Conclusions....................................................................................................................9
References....................................................................................................................11

3Development of QHS operational plan
Introduction
Healthcare organizations are challenged with high-quality healthcare services.
Healthcare service delivery should be adequate with the number of patients by hiring
the skilled and appropriate number of workers to respond to the needs of the growing
population (Govule, et al., 2015).
Quality service and continuous improvement of service quality are essential to
the Queenan Health System (QHS) organization. The increasing causes of problems
within the organization reflect QHS high need to create a just culture that assesses
continuous improvement. Also, the lack of trained health workers represents a big
problem to QHS due to the importance of the human factors for delivering high-
quality services.
In order to achieve its goal of becoming a high-reliability organization (HRO),
QHS should implement its strategies of continuous improvement to increase its
operations and services reliability and manage risk. QHS should implement
continuous improvement strategy to achieve zero errors as discussed in the following
section.
First: the two recommended strategies for improving quality and patient safety in
QHS
QHS is required to adopt continuous quality improvement (CQI) strategies in
order to enhance its operations. The two selected strategies are the Institute for
Healthcare Improvement (IHI) model for improvement and the lean strategy. They are
discussed according to the Health Information Technology Research Center (2013), as
follows:

4Development of QHS operational plan
1.1 The IHI Model for Improvement: The CQI process based on the IHI model will
enable QHS to focus on setting its goals and building capabilities to change. QHS
strategy should adopt the Plan-Do-Study-Act (PDSA) cycle by forming the team for
change, based on selecting the appropriate staff members. Then, the aim for change is
set for the need for quality improvement and measures should be established. QHS
needs to define the type of change, which is acquiring more skilled staff members,
implementing a good system for monitoring service activities, increasing the security
level and maintaining a good environment for workers. Then, the change should be
tested by conducting an impact analysis to assess whether the desired outcomes are
achieved. Following the test, change should be implemented and refining activities
that need correction should take place. The final stage of PDSA is to spread the
change across the QHS hospitals and affiliates.
1.2 The lean strategy: Lean is a continuous improvement process adopted by hospitals
to eliminate valueless activities and reduce waste that enhance health care services.
Therefore, lean will help QHS in enhancing its workflow and processes to work in the
long run. This could be done be avoiding over service delivery, reducing the waiting
time, facilitating transportation, eliminating valueless processes, reducing the cost of
quality, eliminating waste activities that fall outside the value stream and rework.
QHS has to define the activities that creates value from the internal and external
perspectives. Also, it has to improve the activities that add value and the clinical and
administrative process should be tested.
Second: The KPI’s of the chosen strategies, objectives and activities
QHS KPI's, objectives and activities are discussed according to Halis, Twati,
& Halis (2017), as follows: