Case Study 1 West Florida Regional Hospital
Case Study 1
Keiser University
Dr. Marsha Lawrence
HSM691 (Quality Management in Health Care)
December 9, 2013
Introduction
West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John Kausch’s good management skills initiated the Control Quality Improvement for WFRMC to understand and adapt the external environment, empower clinicians and managers to analyze and improve process, adapt a norm that customer preferences are important determinants in quality which includes both patients and providers in the process, development of multidisciplinary approach that exceeds beyond conventional departmental and professional lines, adopting a plan for ongoing change and adaptation, setting up mechanisms for implementation and organizational learning, and providing motivation data-based cooperation to process analysis and change (Sollecito, W.A. & Johnson, J.K., 2013).
West Florida Regional Medical Center reflected PATQC’s strategic impetus by defining their purpose for quality improvement, integrating health quality trends and forming several multifunctional teams sphered by core leadership (McLaughlin, et. al., 2012). In addition, WFRMC identified customers and their expectations, determined training needs for all staff and identified all department opportunities (McLaughlin, et. al., 2012).
Basics
The total Quality Management (TQM) program at WFRMC had its strengths and weaknesses. The weaknesses of the TQM
Keiser University
Dr. Marsha Lawrence
HSM691 (Quality Management in Health Care)
December 9, 2013
Introduction
West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John Kausch’s good management skills initiated the Control Quality Improvement for WFRMC to understand and adapt the external environment, empower clinicians and managers to analyze and improve process, adapt a norm that customer preferences are important determinants in quality which includes both patients and providers in the process, development of multidisciplinary approach that exceeds beyond conventional departmental and professional lines, adopting a plan for ongoing change and adaptation, setting up mechanisms for implementation and organizational learning, and providing motivation data-based cooperation to process analysis and change (Sollecito, W.A. & Johnson, J.K., 2013).
West Florida Regional Medical Center reflected PATQC’s strategic impetus by defining their purpose for quality improvement, integrating health quality trends and forming several multifunctional teams sphered by core leadership (McLaughlin, et. al., 2012). In addition, WFRMC identified customers and their expectations, determined training needs for all staff and identified all department opportunities (McLaughlin, et. al., 2012).
Basics
The total Quality Management (TQM) program at WFRMC had its strengths and weaknesses. The weaknesses of the TQM