Principles of Organizational Performance Management.edited.docx - Running head ORGANIZATIONAL PERFORMANCE MANAGEMENT Principles of Organizational

Principles of Organizational Performance Management.edited.docx

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Running head: ORGANIZATIONAL PERFORMANCE MANAGEMENT 1 Principles of Organizational Performance Management Tenesha Galvin Western Governors University
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ORGANIZATIONAL PERFORMANCE MANAGEMENT 2 Patient Population I chose Advocate Children's Hospital as the population to which I will create a performance scorecard. Advocate Children's Hospital consists of 2 campuses. Combined the Hospitals 735 pediatricians, board-certified specialist and subspecialist, 455 licensed beds, including 150 Level III neonatal intensive care beds. I will focus on the Emergency room at their campus in Oak Lawn, IL. The emergency room has 44 beds and treats an array of different conditions. Some of the services provided in the emergency room, include advanced trauma services, bone repair, diagnostic imaging, and critical care transport just to name a few (Advocate Children’s Hospital (2019, February). Outcome Measures Indicator Outcome Measures/ Goal Drivers Performance Improve Patient flow in the ER. Decrease length of stay Improve Resource Utilization Reduce Waste Quality Promote effective, efficient, timely and patient-centered care. Reduce inappropriate admissions Reduce ER Boarding Improved Triage Safety A decrease in Adverse events Improved Health outcome The accurate ordering of medication Reduction in readmission/or re-visit to the ER. Employee Engagement Increase the use of Nurse Practitioners and Physician Assistants as providers Quicker discharges Increased Retention Qualified Providers Necessary Processes Performance
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ORGANIZATIONAL PERFORMANCE MANAGEMENT 3 The performance outcome measure is to improve the flow in the emergency room. Improving patient flow within the emergency room can decrease wait time, maximize staffing to meet patient demand and improve patient and clinician satisfaction. A method that has been proven to be effective is lean principles. Utilizing the lean method will allow the emergency department to reduce waiting time, maximize resources by minimizing healthcare overproduction and help to remove waste from over processing (What is Lean Healthcare? – NEJM Catalyst. (2018, September 25). Wait time can be reduced with appropriate triage, which should start from the time the patient enters the door. Triage should be used to assess and expedite the care not to decide which patients can wait for care. Fast track is a way to maximize the resources available in the department to improve patient flow. Fast track allows those patients with minor illnesses or injuries to be evaluated and treated more efficiently. Duplicate test, preparing medicine on discharged patients and having the patient to fill out forms which require the same information are all examples of waste. Reviewing the process in the ER can help staff to identify repeated, unnecessary, or less than valuable operations to save time and money.
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  • Winter '19
  • Management, Organizational Performance Management

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