Quality Initiatives And Health Outcomes: A Case Study Of Healthcare Organizations In Michigan
Location
Hager-Lubbers Exhibition Hall
Description
PURPOSE: Once considered successful in the manufacturing industry, Lean Six Sigma has become quite popular recently among hospitals as a strategy to improve quality, with the transition of US hospitals into Value-Based Purchasing models being a factor. This study navigates the status of quality initiatives in various hospitals of Michigan, their impact on performance metrics, and leadership challenges, through an interactive and data-driven approach. PROCEDURE: With six critical success factors: leadership, training, culture change, tools, communication, and resource allocation identified through a literature review from PubMed and ProQuest, questionnaire was prepared for surveying the hospitals and interviewing the Quality leaders. The findings were validated through five years' performance data from CMS and AHRQ. OUTCOME: 14 hospitals participated, representing 50 % of Michigan's health system. Most of them used LSS as a quality improvement tool, admitting resource allocation and culture change challenges. Focus interviews revealed strong leadership, with some implementing Quality Initiatives, rest assured of making progress. A higher degree of Lean implementation was seen as directly proportional to the improvements in performance metrics. IMPACT: This study highlights the need for healthcare institutions to move beyond the mere adoption of QI and successful culture transformation. It addresses the timely revision of the CMS measures to increase fairness among all sizes of hospitals, further advocating for the inclusion of Social Determinants of Health.
Quality Initiatives And Health Outcomes: A Case Study Of Healthcare Organizations In Michigan
Hager-Lubbers Exhibition Hall
PURPOSE: Once considered successful in the manufacturing industry, Lean Six Sigma has become quite popular recently among hospitals as a strategy to improve quality, with the transition of US hospitals into Value-Based Purchasing models being a factor. This study navigates the status of quality initiatives in various hospitals of Michigan, their impact on performance metrics, and leadership challenges, through an interactive and data-driven approach. PROCEDURE: With six critical success factors: leadership, training, culture change, tools, communication, and resource allocation identified through a literature review from PubMed and ProQuest, questionnaire was prepared for surveying the hospitals and interviewing the Quality leaders. The findings were validated through five years' performance data from CMS and AHRQ. OUTCOME: 14 hospitals participated, representing 50 % of Michigan's health system. Most of them used LSS as a quality improvement tool, admitting resource allocation and culture change challenges. Focus interviews revealed strong leadership, with some implementing Quality Initiatives, rest assured of making progress. A higher degree of Lean implementation was seen as directly proportional to the improvements in performance metrics. IMPACT: This study highlights the need for healthcare institutions to move beyond the mere adoption of QI and successful culture transformation. It addresses the timely revision of the CMS measures to increase fairness among all sizes of hospitals, further advocating for the inclusion of Social Determinants of Health.