Managing Quality in Practice Settings: Six Sigma at
By examining an organization’s approach to establishing, measuring, and evaluating performance and outcomes, it is possible to develop a firmer grasp on how the quality control process functions in practice. To this end, this paper provides a review of the literature concerning quality management practices at Floyd Medical Center in Rome, Georgia, followed by a summary of the research and important findings concerning these issues in the conclusion.
Meaning of “managing quality” and what it means at Floyd Medical Center
Managing quality at Floyd Medical Center is the responsibility of all staff members and the hospital’s stated goal in this regard is to “provide excellent care while ensuring the comfort, privacy and safety of our patients and visitors”; the medical center adds that its healthcare teams are “dedicated to continually improving your experience by providing quality health care that is compassionate, convenient and easily accessible” (Patients and visitor information, 2013, para. 2).
What standards are in place to manage quality?
Quality management at Floyd Medical Center is accomplished through the Joint Commission and other accrediting agencies’ accreditation process that ensures that the accredited organization satisfies certain “standards of excellence” that demonstrate quality healthcare services are being provided (Cohen, 2008).
Responsibility for assessing outcomes and determining if standards are met
Floyd Medical Center implemented a Lean Six Sigma approach to assessing outcomes and determining if quality standards were being met. This approach resulted in sustained positive outcomes and an organization-wide change in culture to one that embraces and celebrates quality patient care (Stuenkel & Faulkner, 2009).
The role nurses play in quality management and accountability for standards
Because they are on the front-line of patient care, nurses are in a good position to observe deviations from treatment protocols and instances of suboptimal quality care (Cohen, 2008).
How nurses can be empowered and motivated to adhere to standards and improve quality
Nurses at Floyd Medical Center are empower and motivated to adhere to standards and improve the quality of patient care part of this tertiary healthcare facility’s organizational culture. In this regard, the hospital emphasizes that quality care is “accomplished through a culture that focuses on personal dignity, positive attitudes, nurturing, clear communication, a safe and healing environment and responsiveness” (Pursuing perfect care, 2013, para. 2).
Brief description of the organization’s standards and procedures for quality control
A growing number of healthcare organizations have applied Six Sigma standards and procedures to their (Gowen, Stock & McFadden, 2008). To date, the research indicates that standards and procedures for quality control have been effective in improving patient satisfaction and reducing the incidence of medication errors. According to Gowen et al., “[Six Sigma] is a that resolves errors in processes by focusing on organizational outcomes most critical to customers. The Six Sigma quality level is characterized by only 3.4 or fewer defects per million opportunities” (p. 6782).
Analyze the role nurses play in ensuring quality and improving outcomes
One of the stated goals of Floyd Medical Center’s quality assurance program is to “create an environment in which physicians enjoy positive, collaborative relationships with nurses and other caregivers” (The Floyd Experience, 2013, para. 2).
Conclusion
The research showed that quality management at Floyd Medical Center was substantively improved through the implementation and administration of a Lean Six Sigma program. Although not specifically designed for healthcare settings, the research also showed that the Lean Six Sigma approach is highly adaptable to reducing errors and improving the quality of patient care in the same ways that improvements in manufacturing have been accomplished in the past.
References
Cohen, J. (2008, May). CHAP and the Department of Veterans Affairs. Nursing and Health Care
Perspectives, 21(3), 151.
Gowen, C.R., Stock, G.N. & McFadden, K.L. (2008). Simultaneous implementation of Six
Sigma and knowledge management in hospitals. International Journal of Production
Research, 46(23), 6781-6795.
Patients and visitors. (2013). Floyd Medical Center. Retrieved from http://www.floyd.
org/Page/patientvisitorinfo.
Pursuing perfect care. (2013). Floyd Medical Center. Retrieved from http://www.
floyd.org/Page/pursuingperfectcare.
Stuenkel, K. & Faulkner, T. (2009, Fall). A community hospital’s journey into Lean Six Sigma.
Frontiers of Health Service Management, 26(1), 5-13.
The Floyd Experience. (2013). Floyd Medical Center. Retrieved from http://www.floyd.org/
Page/floydexperience.
