Implementation Plan Paper
Running head: IMPLEMENTATION PLAN PAPER
Implementation Plan Paper
Richard Smith
University of Arizona
Measuring Performance Standards
HCS 345
Lawrence Jones
September 14, 2009
Implementation Plan Paper
Change is an inevitable part of business and organizations should prepare to meet the challenge of adapting the quality of their product to match the needs of their customers. This goal can be met by establishing a vision for this change and by defining the exact outcomes the organization hopes to achieve for the final product. Depending on the scope of the change, the implementation process can vary widely in time, required resources, and complexity but the basic steps involved to achieve the vision are the same. The steps include identifying and defining the problem, analyzing data, creating a plan, measuring the outcomes, and reevaluating the final product (Dlugacz, Greenwood, & Restifo, 2004). An actual process improvement and implementation plan for CIGNA Onsite Health or COH will provide an example to illustrate how this process works in the real world.
Core Performance Measure The vision for this implementation plan is to improve the management of diabetic patients who use the onsite health clinics. This core performance measure is an important part of the COH mission, which includes maintaining health and lowering the cost of health care. Diabetic patients who manage their health can avoid many of the more serious and costly problems associated with the disease. Figure one analyzes this core performance using a Hoshin Tree diagram.
Figure One.
Data Indicators Improving the management of diabetes requires that COH understand and evaluate the current process in order to produce the desired change. How does COH know if they are managing their diabetic population better than before or even if they are managing their health well at all? An important part of this process is to define the data that provides a reasonable
Implementation Plan Paper
Richard Smith
University of Arizona
Measuring Performance Standards
HCS 345
Lawrence Jones
September 14, 2009
Implementation Plan Paper
Change is an inevitable part of business and organizations should prepare to meet the challenge of adapting the quality of their product to match the needs of their customers. This goal can be met by establishing a vision for this change and by defining the exact outcomes the organization hopes to achieve for the final product. Depending on the scope of the change, the implementation process can vary widely in time, required resources, and complexity but the basic steps involved to achieve the vision are the same. The steps include identifying and defining the problem, analyzing data, creating a plan, measuring the outcomes, and reevaluating the final product (Dlugacz, Greenwood, & Restifo, 2004). An actual process improvement and implementation plan for CIGNA Onsite Health or COH will provide an example to illustrate how this process works in the real world.
Core Performance Measure The vision for this implementation plan is to improve the management of diabetic patients who use the onsite health clinics. This core performance measure is an important part of the COH mission, which includes maintaining health and lowering the cost of health care. Diabetic patients who manage their health can avoid many of the more serious and costly problems associated with the disease. Figure one analyzes this core performance using a Hoshin Tree diagram.
Figure One.
Data Indicators Improving the management of diabetes requires that COH understand and evaluate the current process in order to produce the desired change. How does COH know if they are managing their diabetic population better than before or even if they are managing their health well at all? An important part of this process is to define the data that provides a reasonable