Hcs/588 week five qi plan part 3
The plan of implementation requires an established authority structure to ensure that the objectives of the initiative are met. This would involve having board members responsible for overseeing the broad scope of the project and ensuring that all stakeholders have a stake in its success. Additionally, high-level executives such as Chief Executive Officers (CEOs) or Chief Operating Officers (COOs) should have clear lines of responsibility and accountability in implementing the plan. Quality Improvement Committees should also be formed among medical staff personnel who can provide insight into developing best practices for patient care and monitoring progress made by achievement metrics. Middle management staff should play critical roles in making sure that activities translated from policy into action on a daily basis while departmental staff focuses on specific tasks within their respective units.
It is important to identify stakeholders who will receive performance activity outcomes related with respect to quality and safety initiatives through data collection reports generated by various departments of an organization’s operational model. It is essential to designate responsibility amongst executive leadership, middle management staff, departmental personnel, etc., as it relates to this process. To maximize effectiveness as well as impact on quality standards within care delivery models communication must be direct and concise across multiple channels within an organizational framework including but not limited to; meetings, emails correspondence between managers/departments/staff, informational bulletins settings forth expectations/protocols relevant both ISO norms (internal standard operating procedure).
Educating employees regarding new protocols or plans is paramount when designing effective strategies for long term sustainability throughout healthcare organizations today. The education piece needs implement measures which instill a sense “team work” environmental surrounding wherein all persons involved understand part they perform towards overall success each effort put forward achieving desired goals set out initial stages planning stage (which would involve establishing authorities structures mentioned before). Also included educational aspect would include creating program familiarizing individuals their role over course tenets embedded within initiative how job descriptions must complement these increased responsibilities once brought fruition thereby providing added Layer autonomously up line delegation skills necessary carry actives successful completion fostering team environment where everyone understands plays integral part operation optimal levels run efficiency quality assurance accomplished seamlessly manner occurs naturally functioning unit following same modus operandi behalf mission statement expressed covering aspects operations entirety instead classic top-down approach allowing lead way greater flexibility knowledge sharing innovation implemented sustainably staying current industry trends cutting edge technologies furthering collective cause exponentially improved outlook whole organisation vision become reality validly operate efficient safe manner favoring patients interests first foremost priority . References
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Grady E., Nardini J6.. Hanley T., Wright S., Engelhardt I,, & Travers G.(2016). Planning A Culture Change In Healthcare Organizations: Lessons From Model Programs Academy Of Management Learning & Education 15(3):472–490.
Yousefi Nezhad Fard R., Namiranian M6.. Vaseghi G.(2013). Designing A Six Sigma Framework For Quality Improvement Projects In Healthcare Setting: Total Quality Management 24(8):861–873