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1Running Head: IMPROVING CUSTOMER SATISFACTIONImproving Customer Satisfaction through Patient Flow at Vila HealthBuddy Gregg EllisCapella UniversityBHA-FPX 4110Assessment 2July 11, 2020
2IMPROVING CUSTOMER SATISFACTIONImproving Customer Satisfaction through Patient Flow at Vila HealthIntroduction: Patient Satisfaction in the Healthcare IndustryAs a member of quality assurance department at Vila Health’s Independence Medical Center(IMC), I have been asked by the Director of Quality Management to create a report on thedeclining patient satisfaction at our hospital.In addition to the following findings, I will alsopresent potential solutions or recommendations and a rationale for why these are relevant andvaluable for us to pursue at IMC.In general, patient satisfaction is one of the most important factors in the healthcare industry,and it is a tool often used to measure the quality of service across healthcare settings. Moreover,patient satisfaction can have a profound effect on clinical outcomes, patient retention rates, andmedical malpractice claims (Prakash, 2010). There is also a causal link between an organization'sability to be respectful of and responsive to the needs of its consumers and improvements in thequality and safety of the care that’s delivered, decreased costs, and increased providersatisfaction (Kros & Brown, 2013). Thus, to remain relevant in the industry, improve businessoperations, increase market share, and advance quality improvement efforts, organizationsshould always be focused on establishing patient safety and satisfaction as priorities.Furthermore, the organization that fails to give priority to patient satisfaction measures runs therisk of losing business and reimbursements from third-party payers such as insurance companiesand government agencies (Prakash, 2010). Such reimbursements are tied to patient satisfaction,quality, and outcomes, so if an organization like our own wants to remain relevant in the largerhealthcare industry, we must prioritize patient satisfaction within our quality improvementstrategy.
3IMPROVING CUSTOMER SATISFACTIONFor Vila Health IMC, the results of a recent survey by our Director of Quality Assurance alsosuggest why patient satisfaction should remain a priority for the organization and an emphasisfor our strategic initiatives. Overall, the survey numbers show decline in patient satisfactionoverthe last 8 months, with 93 percent satisfaction at the beginning of that time period to 79 percentnow. The numbers do show a couple of areas of strength or competitive advantage, however:IMC is still at 90 percent satisfaction with treatment outcomes, and the organization scored 85percent with the quality of the environment – beds, food, and other physical amenities. Ourbiggest deficiencies, though, come in two areas: communication and wait times, with 65 percentfor communication (by providers such as doctors and nurses) and a mere 49 percent for waittimes. And of those dissatisfied with their wait time, 47 percent of those who completed the

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