Dr. W. Edward Deming, who turned around Japan from "if it is a bad quality, it must be Japanese" to "if it is an excellent quality, it must be Japanese", used to say: It is not enough to do your best; you must know what to do, and then do your best.
This webinar covers what are the right things we must understand, when they need to be done to be proactive, and how to get to the zero adverse events goal. The webinar shows several why traditional methods such as Six Sigma and Root Cause Analysis are not good enough for preventing adverse events and offers alternates ways of re-inventing quality using continuous innovation instead of continuous fire fighting. It shows why quality, patient safety, and risk management are inseparable and how to bridge the gap among them.
Participants will learn how several hospitals have been able to achieve such transformations such as Johns Hopkins Hospital, Seattle Children’s Hospital, and Geisinger Health System. These hospitals are saving thousands of lives and saving hundreds of millions of dollars in healthcare costs.
Why should you attend : Health care organizations are facing a significant threat of business survival. Costs of care have been going up for last four decades. It was 5.1 % of the gross domestic product in 1960 to over 15% now. Some insurance companies have already started outsourcing medical care to overseas locations where the cost is less than 15% of the cost in the U.S. In healthcare, the customer may be the patient, but is not always. Customers are next in the chain of events. Whoever receives your services, is next in the chain, is your customer. The lab and other ancillary departments are customers of physicians. Nurses are customers of the hospital pharmacy. Visionary quality management should see all internal departments also as customers of services they receive.
Healthcare costs are always increased when quality is not met. This may refer to areas such as inspections and legal compliance. When a patient’s care or condition is compromised, there are implications for the organization. These may include legal implications such as law suits. Usually the fault is not because of the people, it is because of poorly designed system which includes management commitment, communication process, interactions management, coordination, and accountability. Deficiency in any of these often results in law suits which produce negative publicity and costs organizations significantly.
The legal compliance side of healthcare may mean law suits from patients or physicians. They produce bad publicity and also cost the organization significantly.
The methods of getting very high quality while earning very high return on investment are available readily if senior management is willing to spearhead such an effort. Adopting new paradigms requires an organization-wide commitment, not just the front line staff.
Areas Covered in the Session: