...Purpose. There are many reasons to conduct chart reviews such a required by a regulatory agency, justification of billing, and research. Another frequently used purpose of a chart review is to assist in measuring quality of care. This measurement is then used to help determine if a change in process is needed to improvement patient outcomes. There are several models used in process improvement including Juran’s Universal Sequence for Quality Improvement, the Seven-step problem-solving model, FOCUS-PDCA and Six-Sigma DMAIC (Langley, Moen, Nolan, Nolan, Norman & Provost, 2009). Chart reviews can be an integral step in all of these models in gleaning data to measure the depth of the problem or if it even exists. This paper will compare the advantages and disadvantages of reviewing charts, describe the basic considerations in performing chart reviews, and describe issues that can threaten the validity of data. Lastly, this paper will look closer at the Six-Sigma DMAIC process as this is the methodology used to guide process improvement in the facility for which this information is being obtained. Background. In 1966, Donabedian stated that the quality of health care is measured by structure, process, and outcome observation. Structure measurement includes resource quality, availability and accessibility (Donabedian, 1966). Process measurement looks at the health care services that clinicians and providers deliver (Donabedian, 1966). Outcome measurement is the end result...
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...training and development programs to assist employees in reaching their ultimate level of performance; however monitoring of performance is necessary to ensure individual and organizational goals are met. The process of assessing an employee’s performance, managing employee opportunities and identifying areas of weakness is evaluated and handled in the performance improvement plan (PIP). The PIP spells out the areas of need, determines goals to improve these areas, and develops training and educational needs associated with successful performance enhancement development. The PIP addresses both the areas of behavioral and performance. In the reflection, Team “D” will address training and development and the PIP process in more detail to gain a better understand of the process. Assessing, implementing, and re-evaluating behaviors and goals will be addressed. Training and development of an employee are closely related but also very different. The goal is to achieve the tasks the organization requires and improve upon productivity and efficiency. The training process of a new employee is a requirement of his or her orientation. The employee will need to understand the roles and responsibilities of his or her job (Difference Between, 2011). According to Difference Between (2011), “Training makes an employee more productive for the organization and is thus concerned with his immediate improvement” (para. 1). The development of an employee is...
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...attendant. • Ensure the safety of passengers aboard aircraft. • Notify the maintenance department regarding any and all discrepancies found in cabin equipment. • Maintain accurate inventory of all cabin property. In the event of an emergency, assist in the care and/or evacuation of passengers. 3. Key ratings for performance • 4 – Performance was always successful, consistent and respectable and at times clearly superior and exceeding standards. • 3.5 – Performance was at most times clearly superior and exceeding standards. • 3 – Performance was successful, consistent, and respectable in every regard with few exceptions. • 2.5 – Performance at times was inconsistent and did not meet standards. • 2 – Performance at most times was inconsistent and did not always meet standards. • 1 – Performance was overall unsuccessful and unacceptable with regard to expectations and the requirements of the position. 4. Job objectives List the objectives you set out for your staff to achieve in the past 12 months (or the period covered by this appraisal) with the measures or standards agreed – against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent): Then you create a table with columns: No – Objectives – Measure/standard - Score - Comment 5. Job competencies Using the 4 point scale below, fill up the following table: • 4 – Exceeds expectations • 3.5 – Somewhat Exceeds...
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...Writing Assignment As commissioner of an agency responsible for child welfare, I am dedicated to ensuring that our caseworkers provide the children our agency protects with the highest level of support and aid. I believe that issues which affect the execution of our mission must be addressed promptly and attentively. I will use my influence in the agency to attend to concerns in a thoughtful manner. Internally, this includes managing cases well, improving caseworker training and skills, and increasing employee motivation through workshops and mentoring. Externally, I hope to keep our public image in check by properly attending to the case children and communicating with the media. Firstly, I will address the issue related to the two caseworkers reported to have not visited the families of a murdered eight year old and a twelve year old arrested for drug sales, in over three weeks. I will arrange for separate in person meetings at my office to discuss these situations in depth. This will provide the employees with an opportunity to express their perspectives and the potential causes for these tragedies. I plan to start the conversation by recognizing the good work they have done for the Agency in the past. Following this, I will transition into the fact that they have been noticeably absent as of late. The absenteeism will be addressed delicately--without prying into private life, instead by asking sincerely if there are issues at home in addition to asking...
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...[pic] 毕业设计（论文）开题报告 （含文献综述、外文翻译） [pic] 题 目 英语专业学生写作能力分析和提高策略 --以城院学生四八级作文为例 An Analysis of English Majors’ Writing Ability and Improvement Strategies: A Case Study on ZUCC English Majors’ TEM-4/8 Performances 姓 名 俞星星 学 号 30608160 专业班级 英语0603 所在学院 外国语学院 指导教师（职称） 指导教师（讲师） 二○一○年 五 月 二十 日 毕业设计（论文） 开 题 报 告 （包括选题的意义、可行性分析、研究的内容、研究方法、 拟解决的关键问题、预期结果、研究进度计划等） RESEARCH PROPOSAL An Analysis of English Majors’ Writing Ability and Improvement Strategies: A Case Study on ZUCC English Majors’ TEM-4/8 Performances 1. Purpose and Significance Thanks to the globalization, the demand for the bilingual workers is on the rise. As English majors, we believe that what we can do to be more competitive in this increasingly globalized world is to have a solid command of this language. The certificates such as TEM-8(Test for English Majors Band Eight) is a must but what really matters is what ability the students really have possessed and could be employed at ease. Upon reflecting on the TEM-4 (Test for English Majors Band Four) /TEM-8 scores the seniors have acquired, we clearly learn that there is still quite a room for improvement, especially when it comes to writing. Some students still find it tough to put pen into the paper and work out a satisfactory essay; some are hard-pressed to express themselves smoothly in the...
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...value system: 14 Development of a Strategy Map 15 Reviewing the Organisational Strategy 15 Organisational Performance 16 5. Conclusion 18 6. Bibliography 19 EXECUTIVE SUMMARY The author conducted a situation analysis for D2D through analysing the approach to process management followed by D2D as well as the quality improvement techniques used by D2D. The analysis revealed the following: * Process Management at D2D- The approach followed by the company is very effective as every process is controlled and measured. This is applicable to all areas within D2D. However, the author is of the opinion that D2D should avoid implementing to many control systems to avoid their employees losing focus. It was also not clear what D2D’s market strategy; if any entails. * Just in Time (JIT) technique – The author found that certain elements such as Lead time reduction; flexible workforce and the required supplier quality assurance and implement a zero defects quality programme were being implemented at D2D. The author is however of the opinion that this is sufficient and that there is no need for D2D to implement additional elements of JIT. * Benchmarking – The assessment showed that D2D is very serious about benchmarking with several of their processes being benchmarked against Japanese; American and European manufacturers. To summarise the findings the author then did a SWOT analysis of D2D to identify areas needed for improvement. Based on this; the author recommended...
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...Sustainable Business & Enterprise Roundtable (SBER) Assessment Corporate Users April 2015 Introduction The Sustainable Business and Enterprise Roundtable (SBER) service provides an annual, confidential qualitative Diagnostic and Assessment to benchmark Member-Clients against their peers and recommend areas for improvement. This Assessment Report details benchmarks and performance in five component areas, which are rolled up to a weighted SBER Index (Figure 1). The component and index scores are updated with information sourced from participating Member companies on an ongoing basis. This report details best practices for the Corporate Users, comparing PG&E with similar businesses within the SBER. The members of this cohort have been evaluated in five components—Vision and Governance, Strategy, Guidance, Implementation, and Reporting Results—over the past two calendar years. Each component constitutes a weighted portion of the SBER Index score (Figure 2). Members are qualitatively benchmarked by their quartile of performance in each of the five component areas (Figure 3), based on the methodology described in the Appendix. Each SBER Component Rating compares the company against the averages for all Member companies for the current calendar year. The relevant Assessment and Diagnostic questions in each component are detailed below each component score graph. The scoring methodology and a list of participating companies are detailed in the Appendix. Based...
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...to set goals for a well-rounded organizational performance. While financial measures are important in analyzing performance, they do not provide any insight into non-quantifiable measures that can be equally important in performance assessment. According to Jerold Zimmerman (2014), “The balanced scorecard is designed to identify Key Performance Indicators used to focus employees towards those actions required to implement the firm’s strategy.” In other words, the purpose of the performance scorecard is to highlight the importance of a diverse set of measures in achieving the strategic goals. Citibank's strategy in California was to build a profitable franchise by providing relationship banking combined with a high level of service to its customers. Specifically, from Frits Seeger’s point of view, the high service quality strategy and other dimensions were critical to the long-term success of the franchises. As Jerold Zimmerman (2014) writes, “The ultimate objective of for profit organizations is to generate value for the owners…value for owners results from satisfying customers, operating efficiently, and having the infrastructure necessary to accomplish all those activities.” 2. Objective performance measures are those which are directly quantifiable and are not subject to the beliefs and interpretations of the observer. According to Robert Simons’ Performance Measurement & Control Systems for Implementing Strategy, “an objective measure can be independently measured...
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...strategic responsibility accounting consequences system that translates an organization‘s mission and strategy into operational objectives and performance measures for four different perspectives: Financial Perspective: It provides a view of performance from the perspective of the shareholders. Customer Perspective: In achieving Customer Value and understand customer value. Internal Perspective: describes the internal processes needed to provide value for customers and owners Learning and growth (infrastructure) perspective defines the capabilities that an organization needs to create long term growth and improvement. 2) Lad indicators monitor progress towards objectives, in nature and measure whether the business remain in control, follow and event. Lead indicators measures future performance and monitor whether the organization is on target with its strategy, future event. PROBLEM 14.34 (30 minutes) Balanced scorecard: service firm—Tour`…page 720 Objectives 1. Financial Increase profit Improve cash flow 2. Customer Increase market share Improve customer satisfaction -expand customer base 3. Internal Business Increase office cost effectiveness Increase innovative tours -improve quality of product -improve production processes -improve environment performance 4. Learning and Growth Increase environmental knowledge of employees -improve employee satisfaction Performance Measures Lag Indicators Lead Indicators Profit per tour Average value of each booking Average cost...
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... Develops and implements strategies Allocates and controls resources Chooses key employees Shapes culture Affects organizational performance Projects image to the public Levels of Leadership (Jim Collins, HBR, Jan. 2001) Highly capable individual Contributing team member Competent manager Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance Executive – builds enduring greatness through humility and professional wills What are the Leadership Traits of Highly Productive Organizations? Leadership Traits of Highly Productive Organizations Attention to details Highly ethical and moral Embracing simplicity & disdain for waste Long-term focus Humility Coaching leadership style Trust and believe in others Management Practices That Work (Nohria, et al., HBR, 2003) Primary Strategy, Execution, Culture, Structure Secondary (Two of Four) Talent, Leadership, Innovation, Mergers and Partnerships Leadership Development Leadership skills Management skills Communication skills Problem identification and solving skills Strategic development and execution skills Leadership Strategies for Productivity Improvement? Leadership Strategies for Productivity Improvement Create a clear and simple...
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...Alignment of Reward and Recognition Programs with Organizational Strategies for Effective Total Quality Management Quality Function Management and TQM April 10, 2009 Total Quality Management (TQM) as a management philosophy emphasizes the importance of meeting and exceeding customer (internal or external) expectations through the continuous quality improvements. To achieve competitive advantage, total quality organizations develop and establish goals, plans, and policies. Employees are internal customers of organizations, the efforts of which are directed towards meeting the expectations of external customers (Chang, 2005). Employees are valuable assets of organizations whose knowledge, skills, and performance impact the overall performance and success of organizations (Boon et al., 2007). Studies have demonstrated that in the era of globalization, increasing competition, and re-organization, employees not only work for gaining profits but also search for organizations that acknowledge and celebrate their achievements and efforts (Campbell-Allen, Houston & Mann, 2008). The data from “World at Work” surveys has demonstrated that being dissatisfied with employers, in 2003, approximately one-third of employees were considering other jobs while by early 2007, over 54% of employees were poised to leave for other job alternatives (Huff, 2007). P. B. Crosby stated that “people really don’t work for money. They go to work for it, but once the salary has been established...
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...The Juran Trilogy: It is one of the best approaches developed by Dr. Joseph Juran. It has three components: Planning, control, and improvement, and is referred to as the Juran Trilogy. It is based loosely on financial processes such as budgeting (planning), expense measurement (control), and cost reduction (improvement). Quality Planning: The structured process for designing products and services that meet new breakthrough, goals and ensure that customer needs are met. The processes are called Design for Six Sigma or Concurrent Engineering. This can be particularly challenging for a planning team, because customers are not always consistent with what they say they want. The challenge for quality planning is to identify the most important needs from all the needs expressed by the customer. The planning component begins with external customers. Once quality goals are established, marketing determines the external customers, and all organizational personnel determine the internal customer. Once the customers are determined, their needs are discovered by: Being a user of the product or service, * communicating with customers through product or service * satisfaction and dissatisfaction information, or * Simulation in the laboratory. The next step in the planning process is to develop product and/or service features that respond to customer needs, meet the needs of the organization and its suppliers, are competitive, and optimize the costs of...
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...successful Japanese efforts, U.S. industries began to discover the competitive advantages that quality could bring and how the lack of a quality system could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management (TQM) as the key to enhance overall performance. As customer expectations increased and performance improvement initiatives were implemented, quality evolved from a product specific focus to an organizationwide effort, from a separate manufacturing function to a strategic business initiative. The quality function was expanding, and with that came new practices concerning continuous improvement. In the late 1980s and early 1990s, several countries established programs to recognize the inventive, yet effective, quality practices taking place—once again, after Japan, which began honoring quality practices in the 1950s. The criteria of most of these award programs encouraged strategic initiatives in the approach and deployment of quality practices. But as with most successful quality initiatives, the award programs underwent continuous improvements in design and administration. In their pursuit of TQM, organizations around the world began turning to quality award programs for more than just the recognition such programs offered. Industries realized that the awards also offered models and tools for implementing a quality strateQU A L I T Y P R O G R E S S I A U G U S T 2 0 0...
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...Connecting business strategy and operations Michael Donovan Tags: lean manufacturing Most companies have a strategic plan. However, over the years I have seen it time and again. Strategy, although perceived by some as defined, is largely misunderstood across the organization, not tied-in to operations and therefore poorly executed in operations and as a result ignored as the hour-to-hour, crisis-to-crisis mode of management becomes more firmly entrenched. Does your company have an operations strategy developed and being executed to carry the strategic plan? In all likelihood, the answer is no. The most common missing ingredient to success in companies I have seen over the years is a well-planned and defined action plan for improvement that is being consistently and constantly well-executed. The symptoms can vary but, in essence, what is missing are: well-defined and agreed-upon business goals, operational objectives, action plans and performance measures. As a result, some functions within the company are often diametrically opposed to one another and operate in a way that makes meaningful business performance improvement nearly to outright impossible. Companies need a way to focus and stay focused. They need, in effect, a well-defined and well-executed strategy and action plan. No strategic plan in and of itself can help a company change and move ahead to capture more market share, improve products, increase customer satisfaction, or whatever is recommended within...
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...Contents I. APP Pharmaceuticals 3 II. Background/Overview of APP Pharmaceuticals 3 III. Introduction to the Problem 4 IV. Literature Review -Philosophy, Culture and Strategy 7 V. Recommendation/Analysis -Philosophy, Culture and Strategy 9 VI. Literature Review/Analysis – Adoption and Driving Strategy Down into the Organization. 10 VII. Recommendation –Balanced Score Card 11 VIII. Recommendation/Analysis – Total Quality Management 15 IX. Reflection 24 X. Bibliography 26 I. APP Pharmaceuticals APP Pharmaceuticals (APP) strives to lade in the United States and Canada to be a leader for injectable pharmaceuticals. The company, philosophy is to provide excellent products and services by hiring dedicated and committed employees to meet our customers’ needs. Our primary goal is to improve the health and care of patients who use our pharmaceutical products. II. Background/Overview of APP Pharmaceuticals APP was established in 1996 and has quickly become one of the industry leaders in providing one stop shopping for very commonly used products to very special products to meet the needs of a wide range of patients. There market produces 142 products in over 400 doses and formulations. A few of the clinical areas they cover are: Cardiac Care, Dialysis, Emergency, Intensive Care, OB/GYN, Operating Rooms, Oncology, Orthopedics, Pediatrics, Psychiatry and Radiology. (APP Pharmaceuticals, unkown) APP is the number three generic injectable supplier in the United States...
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