BHA FPX 4110 Assessment 1 Vila Health: Patient Flow

The organization’s competitive advantage

In order to differentiate themselves from their competitors, healthcare providers should employ (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) innovative strategies (Contarino et al., 2023). A high patient satisfaction percentage could provide the organization in the picture a competitive edge. Director of Quality Assurance Chad Williams wrote in an email that the number of satisfied patients has been consistent at 93–79 percent. High patient satisfaction scores distinguish a company from its competitors by demonstrating that it values its clients, pays attention to their opinions, and offers them individualized care. Maintaining a positive reputation in the healthcare sector can help them win over additional patients from rival providers.

One further thing that might set the hospital apart is its ability to effectively control patient flow. In order to guarantee that patients receive prompt care and are discharged or transported to the appropriate floors as soon as possible, Vila Health optimizes the flow of patients from the emergency room to various departments or units. If patients can swiftly and simply traverse the system, they will have a better overall experience.

The level of care that physicians and nurses give their patients is directly correlated with their level of satisfaction. An encouraging sign that patients’ needs are being met is the number of patients who say they received care that went above and beyond their expectations in terms of compassion and quality. A company’s dedication to offering top-notch medical treatment is demonstrated by its patients’ satisfaction levels.

Maintaining patient satisfaction is also critical to maintaining and improving Vila Health’s reputation in the community. If a patient is happy with the care they receive, they are more likely to suggest a medical professional. Businesses that prioritize satisfied clients have a higher probability of success in the current healthcare industry.
The organization now prioritizes addressing the declining level of patient satisfaction. They know that maintaining a competitive advantage and differentiating oneself from competitors depends heavily on happy consumers. By putting patient satisfaction first, the group hopes to reduce expenses while simultaneously improving medical quality and provider satisfaction.

The organization’s capacity to interact with its providers—such as physicians and nurses—is another area where discontent is growing. Improving communication between patients and providers is a crucial task in the healthcare industry. Potential moves in this direction include enhanced communication protocols, personnel training in relevant communication skills, and ongoing attention to detail. Wait times have a negative impact on patient satisfaction as well, which is concerning. Wait times for patients are getting shorter through procedures within the company. Better patient flow, streamlined procedures, resource reallocation, and departmental cooperation are all possible outcomes.

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Patient Satisfaction Rates are Declining

The number of people at Vila Health (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) who require urgent care is increasing, which has resulted in a drop in patient satisfaction. Of the surveys that were completed, 47% stated visiting the emergency room. Overall, only 49% of patrons thought their wait times were reasonable. These numbers help shape policy decisions that improve productivity and cut down on patient wait times. According to the quality assurance study, patient satisfaction dropped from 93% to 79% in just eight months.

A business that abruptly changes its approach might not be in the right direction. The decrease in patient satisfaction has several factors. Setting attainable goals with patients at the outset of treatment is crucial.

At the conclusion of each interaction with their healthcare professionals, patients ought to feel safe and knowledgeable. Speaking things out is also very important. Assume for the moment that a patient believes their physician listened intently to them, discussed their illness in detail, tried to understand their history, and provided wise medical guidance. They’ll enjoy themselves more all around if that’s the case (Ranjbar et al., 2020). Vila Health performed badly in this area. Just over two thirds of clients expressed satisfaction with them. Additionally, patients want to feel that they are contributing to and having some say in their care.

Participate in group decision-making and relinquish some authority for the journey. For many of these people, their mood has improved. Higher satisfaction levels are linked to longer visits and greater time spent by physicians with their patients (Ranjbar et al., 2020). Even if you are unable to spend more time with patients, you still need to leave a lasting positive impression. It is important for patients to know what other people think of their appearance.

According to Rajbar et al. (2020), patients would prefer to see their doctors in business casual rather than a white coat or suit. It’s reasonable to believe that the Vila Health system would have happy patients if they did a better job of communicating with and setting expectations for patients.

Through quality improvement initiatives, people may have numerous opportunities (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) to take the lead and bring about change (Gonzalo et al., 2020). QI initiatives can involve everything from improving patient care to restructuring services throughout intricate health and care systems. Quality improvement can be applied in a coordinated, multidisciplinary manner to promote career advancement, system efficiency, and patient care.

To give better care at lower costs, healthcare delivery systems and practices must be continuously improved. By evaluating and improving the procedures and results that affect patients’ well-being, independence, and satisfaction, performance improvement programs can raise the quality of patient. It offers a framework for upcoming performance improvement projects as well as the ability to identify and assess both clinical and non-clinical objective areas (Abdullah et al., 2021).

Fishbone Schematic

An approach for graphically depicting the numerous potential causes of an event is the fishbone diagram. To assist reveal hidden concerns(BHA FPX 4110 Assessment 1 Vila Health: Patient Flow), teams collaborate to generate ideas, pinpoint potential causes, and classify them into different groups. People or patients’ cultural backgrounds, methods , technology, equipment, and materials are among the factors that are commonly used (Coccia et al., 2020). Everything about the fish-like figure seems realistic, except for its head. Similar to a fish’s skeleton, the other issues or classifications all point to the main issue, which is the fish’s head. Vila Health has seen a delayed inflow of patients due to a variety of factors.

Long wait times are typically the most common issue in surveys (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) of patient satisfaction. This area is fairly close to the fish’s brain. Delays resulting from the above described issues would more than offset any advantages. A fishbone diagram can be used to quickly identify each of the multiple factors of the patient’s unhappiness in this instance. The diagram links possible causes to their ultimate impact, allowing you to gain a deeper understanding of the problem.

Team for Performance Enhancement

Creating a performance improvement team requires a variety of roles or duties in order to ensure that the group has the appropriate balance of expertise, experience, and insight. The team consists of a small number of highly skilled healthcare professionals (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) who have decided to work together to achieve common goals. PIT is responsible for improvements in patient happiness and reduced related effort, worker satisfaction and workload, patient wait times and record keeping, and patient satisfaction (World Health Organization 2022).

All associated actions to increase productivity within the organization will be directed and coordinated by Vila Health’s performance improvement manager. The primary responsibility of the quality improvement specialist is to evaluate Vila Health’s patient care and make improvements to it. This expert assists in identifying issue areas, initiates fresh projects to improve quality, and monitors the outcomes. The gathering, examination, and interpretation of information pertaining to measures of healthcare efficacy and efficiency are also included in the responsibilities of a data analyst.

In order to identify patterns, trends, and areas for expansion, they will examine the data. A process improvement specialist examines current procedures, spots inefficiencies, and suggests changes to enhance patient care and the effectiveness of healthcare operations. Clinical subject matter experts will be added who are not only knowledgeable about Vila Health’s needs but also possess extensive medical expertise. They will offer their clinical experience as a basis for insight, suggestions, and potential future actions.

The role of the Vila Health Patient Experience Representative is to assess and enhance the standard of care given to patients. They will work on initiatives to increase patient satisfaction and use surveys to get feedback from patients. A representative from nursing leadership (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) must be involved in performance improvement projects due to the critical role that nursing plays in healthcare delivery. This will guarantee that nursing’s unique problems and perspectives are taken into consideration. It is imperative that individuals and groups with a direct stake in the outcome be given preference when assembling a team to improve Vila Health’s performance.

The result of this could be of interest to the PIT as a whole. However, they are not the only ones involved. Family members of patients, hospital management, government officials, medical boards, and staff are a few instances. A stakeholder is somebody who has an interest in the outcome of a performance improvement project. Insurance companies, government initiatives like Medicare and Medicaid, and other payer categories are examples of stakeholders.

Participation and shaping of performance initiatives are required from these populations. They are also involved in how the healthcare system is paid. Through the involvement of these professionals, Vila Health will be able to implement a comprehensive and all-encompassing strategy to enhance patient satisfaction, the quality of healthcare, and operational efficiency.

Lean thinking, another name for the concept, aims to optimize operations in a methodical manner that increases value to the customer while eliminating waste and inefficiencies. The Lean Six Sigma (LSS) methodology, when applied internally, reduces waste and errors while simultaneously increasing process capacity and productivity. The result of combining Lean and Six Sigma is LSS. Lean emphasizes waste reduction, while Six Sigma emphasizes process enhancement (Henny et al., 2019).

Design Lean Another term for the idea is lean thinking, and it tries to optimize processes in a methodical way that maximizes value to the consumer while removing waste and inefficiencies. When implemented internally, the Lean Six Sigma (LSS) technique (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) increases process capacity and productivity while decreasing waste and errors. LSS is the outcome of fusing Six Sigma and Lean. Six Sigma places more emphasis on process improvement than Lean does on waste reduction (Henny et al., 2019).

There are several ways in which the Lean methodology (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) can enhance the efficiency of an emergency room, such as reduced patient wait times, enhanced triage systems, more employee collaboration, and easier access to essential supplies. Lean technologies, such as value stream mapping, standardized procedures, and visual management, can enhance productivity, save costs, and improve quality. Lean approaches are being used to solve the significant concern of patients’ freedom of movement within healthcare facilities. Patient flow in the emergency department has to be enhanced if emergency care is to meet patients’ medical needs (Johnson et al., 2019).

DMAIC Framework – BHA FPX 4110 Assessment 1 Vila Health: Patient Flow

DMAIC stands for define, quantify, analyze, enhance, and regulate. This strategy focuses on improving the operational flow. Establishing the objective and its specifications is essential to guaranteeing administrative support, resource availability, and a link between the tasks that need to be performed to address obstacles and organizational objectives. The process (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) begins with acknowledging the issue at hand and concludes with an understanding of how complicated the problems are and a clear example of management’s supervision deficit. The Vila Health system’s primary problem is the ongoing flood of new patients. The emergency room cannot quickly release or transfer patients.

People are now having to wait longer for services (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow) as a result. The situation is clarified by the survey’s results on patients’ satisfaction levels. Data regarding the processes under consideration are gathered during the measuring step. Every facet of the company is covered, including trouble areas, supplier criteria, and client requests. Third, an analysis is conducted on the measurements’ outcomes. At this level, a wide range of instruments and methodologies are used for root-cause analysis, risk assessment, and data analysis. A small sample size should be used to verify the analysis, and any issues found must be demonstrated.

Vila Health may look into other factors in order to determine the exact origin of the problem. The staff has reported a number of issues, including patients having difficulty being moved from the emergency room to available beds on the medical-surgical floor, patients having preoperative EKGs booked up for outpatient treatments on the same day, and prolonged delays in patient releases caused by unnecessary testing carried out out of fear of legal ramifications. Physicians are taking longer breaks, which has caused admission and discharge times to slow down.

Furthermore, information is collected during the process improvement phase in order to develop a plan to improve the business’s financial and customer-facing operations. Every possible course of action should be described and put into practice in the action plan. Vila Health would be able to address the highlighted concerns with the support of improved processes and more consistent flows. Testing experiments may also be a part of this process.

During the control phase (BHA FPX 4110 Assessment 1 Vila Health: Patient Flow), the effectiveness and sustainability of the changes made during the improvement phase are confirmed. This mechanism controls the procedure’s future state to keep things on track and make sure that any necessary course corrections are made before the operation’s outcome suffers. If Vila Health wants to perform better, it has to put in place measures for tracking development and eliminate wasteful procedures that keep patients from moving between departments. They must discard any outmoded techniques they come across in order to ensure their success going forward.

References – BHA FPX 4110 Assessment 1 Vila Health: Patient Flow

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Abdullah, M. I., Huang, D., Sarfraz, M., Ivascu, L., & Riaz, A. (2020). Effects of internal service quality on nurses’ job satisfaction, commitment and performance: Mediating role of employee well‐being. Nursing Open, 8(2).

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Coccia, M. (2020). Fishbone diagram for technological analysis and foresight. International Journal of Foresight and Innovation Policy, 14(2/3/4), 225.

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Gonzalo, J. D., Wolpaw, D. R., Cooney, R., Mazotti, L., Reilly, J. B., & Wolpaw, T. (2022). Evolving the Systems-Based Practice Competency in Graduate Medical Education to Meet Patient Needs in the 21st-Century Health Care System. Academic Medicine, Publish Ahead of Print.

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Johnson, M., Burgess, N., & Sethi, S. (2019). Temporal pacing of outcomes for improving patient flow: Design science research in a National Health Service hospital. Journal of Operations Management, 66(1-2), 35–53.

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Nam, K., Dutt, C. S., Chathoth, P., Daghfous, A., & Khan, M. S. (2020). The adoption of artificial intelligence and robotics in the hotel industry: Prospects and challenges. Electronic Markets, 31(3).

BHA FPX 4110 Assessment 1 Vila Health: Patient Flow: Ranjbar, N., Erb, M., Mohammad, O., & Moreno, F. A. (2020). Trauma-Informed Care and Cultural Humility in the Mental Health Care of People From Minoritized Communities. FOCUS, 18(1), 8–15.

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