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The overarching theme of service excellence is to promote service quality and continuous improvement throughout BJCBH & BHP and our provider network. This requires building the requisite values and skills into everyday practices. The result is optimal satisfaction for all stakeholders. Service excellence is a process, not a program.
Process Objectives
- To speak a common language about continuous improvement in health care today
- To develop a clear strategy for making continuous service quality improvement a routine
- To identify the needs of all customers and strengthen any areas of weakness
- To determine ways to involve employees and network providers in the continuous improvement process
- To communicate behavioral and service expectations to employees and network providers
- To strengthen efforts to become service excellence role modes
An organization needs a strong infrastructure that focuses on service quality and continuous improvement. BJCBH & BHP is working to build a culture that does not result in conflicting priorities. Culture is defined as "the way you do things." We must analyze our current practices and revamp them as needed to ensure ongoing service improvement.
The service excellence philosophy is built upon 10 pillars of continuous improvement. The pillars refer to cultural practices and support that are aligned with our service mission and values.
The 10 Pillars of Service Quality Improvement
- Management vision and commitment
- Accountability
- Measurement and feedback
- Problem-solving and process improvement
- Communication
- Development and training
- Provider network involvement
- Reward and recognition
- Employee and provider -- involvement and empowerment
- Reminders and refreshers
FOCUS-PDCA: A Process Improvement Method
ind a process to improve
- Identify the process customer(s)
- Identify the name of the process and its boundaries
- Identify how the process is tied to the health-care facility and its priorities
- Write a clear improvement opportunity statement
rganize a team that knows the process
- Identify five to eight members for the team
- Make sure the members represent people who work in and know the process
- Prepare a road map, a plan, to chart the anticipated progress of the team
larify the current process
- Document the actual flow of the process
- Identify and make any quick and easy improvements using PDCA
- Identify possible causes of variation
nderstand variation within the process
- Identify how the performance of the process varies over time
- Identify and measure the key quality characteristics and key process variables
- Prepare the data collection plan: clarify how the data will be collected, who will collect it and how long it will take to collect enough data to make a decision
- Identify special causes of variation in the process; determine how they should be resolved
elect the solution for process improvement
- Evaluate all possible alternative solutions
- Select the potential improvement
- Use data to support the selection
- Clarify the criteria for deciding which improvement to select
lan the improvement and continued data collection
- Prepare a pilot plan with dates, communications, necessary training and ownership of specific steps
- Pilot the improvement, and collect data on the change
o the improvement
- Record any surprises when the change is implemented
- Identify what the team can do about them
heck and study the results, data collection and analysis
- Collect data
- Determine if process changes have had intended effect
ct to hold the gain and to continue to improve the process
- Determine how the team should act to implement the process improvement beyond the pilot or discard the planned improvement
- Find another potential improvement within this process
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