Capítulo 6 The Culture of Quality at Arnold Palmer Hospital

Summary

Quality at Arnold Palmer Hospital is defined not just by medical excellence but by the encompassing care provided to patients and their families. This video explores how the hospital, bearing the name of a golfing legend, is among the top-rated medical centers for women and children, leveraging Total Quality Management (TQM) to ensure continuous improvement. Quality initiatives are ingrained into the organizational culture, empowering employees at all levels. From detailed patient surveys to the use of tools like Pareto and flowcharts, the hospital strives to meet and exceed patient expectations, maintaining its standing in the top 10% for patient satisfaction nationwide.

Highlights

• Arnold Palmer Hospital prioritizes quality in every aspect of patient care, from medical treatment to family support. 🏆
• Continuous improvement is a never-ending goal facilitated by Total Quality Management practices. 🔧
• Employees at all levels are empowered to contribute to quality and service excellence. 💪
• Benchmarking and detailed surveys provide feedback essential for quality initiatives and maintaining high patient satisfaction. 📊
• The hospital's innovative services, like the 24-hour call line, emphasize immediate responsiveness to patient needs. 🚑

Key Takeaways

• Quality is a comprehensive approach at Arnold Palmer Hospital, focusing on patient and family care, communication, and continuous improvement. 🏥
• The hospital utilizes Total Quality Management (TQM) principles to foster ongoing advancements and perfection. 🔄
• Employee empowerment is key, with staff encouraged to proactively address patient needs and service quality. 🌟
• Benchmarking against national standards ensures the hospital remains a leader in quality healthcare. 🇺🇸
• A customer-centric approach is evident in initiatives like the 24-hour bedside call service, enhancing patient experience. 📞

Overview

At Arnold Palmer Hospital, quality extends beyond medical treatment to holistic care encompassing patients and their families. This hospital, named after the well-known golfer, ranks as one of the top five hospitals for women and children in the U.S., attributed to its robust Total Quality Management (TQM) initiatives. The hospital fosters a culture where every employee, from top management to grassroots, takes part in the continuous improvement process, defining quality as a responsibility shared by all.

The video outlines various strategies implemented at Arnold Palmer Hospital to boost service excellence. These include deploying performance measurement tools like Pareto charts and flowcharts, running in-depth patient satisfaction surveys, and embracing benchmarking against national healthcare standards. The hospital's commitment to excellence is evident in its high patient satisfaction scores, reflecting its position in the top 10% of hospitals nationally. This achievement is grounded in the hospital's strategic focus on customer-centric services and processes.

Innovation and empowerment are cornerstones of the patient experience at Arnold Palmer Hospital. The staff is empowered to respond immediately to patient concerns, with tools like a 24-hour bedside call service ensuring that issues are addressed promptly. This proactive approach not only enhances patient satisfaction but also supports the hospital’s mission to deliver premium healthcare services consistently. Through continuous improvements and adapting to feedback, the hospital ensures a lasting positive impact on those it serves.

Chapters

• 00:00 - 00:30: Introduction to Quality in Various Sectors This chapter serves as an introduction to the concept of quality as applied across different sectors. It likely explores how quality is defined, measured, and maintained in various industries, emphasizing its importance for success and efficiency. Specific sectors might include manufacturing, healthcare, education, and services. Overall, the chapter sets the foundation for understanding the diverse applications and implications of quality management.
• 00:30 - 01:00: Defining Quality in Hospitals The chapter explores the concept of quality within different contexts such as hotels, vehicles, and restaurants, leading to a discussion on how quality is defined in hospitals. It sets the stage for addressing what constitutes quality in healthcare, using comparisons to familiar industries to underline the complexity of defining quality in a hospital setting.
• 01:30 - 02:00: Introduction to Arnold Palmer Hospital The chapter "Introduction to Arnold Palmer Hospital" discusses the concept of quality in healthcare, highlighting the importance of caring not only for the patient but also for their family. It emphasizes effective communication, compassionate care from nurses and staff, and having top medical personnel. Quality, in this context, is defined as meeting customer needs.
• 02:00 - 02:30: Process Improvement at Arnold Palmer Hospital The chapter introduces the concept of quality from the customer's perspective, emphasizing its importance in healthcare settings. It uses the Arnold Palmer Hospital in Orlando, Florida as a case study, highlighting its focus on delivering high-quality healthcare. The hospital, named after the famous golfer, is significant due to its size and specialization, being one of the five largest hospitals for women and children in the U.S. It employs over 2,000 staff and has 431 beds, serving a large geographical area.
• 02:30 - 03:00: Employee Empowerment in Quality Initiatives This chapter discusses the importance of employee empowerment in quality initiatives, particularly within healthcare settings. It highlights that the size of a healthcare organization is not the most crucial factor for ensuring high-quality patient care. Instead, ongoing process improvements are key. The chapter mentions the existence of multiple Process Improvement teams focused on different service areas such as Women's Services, Children's Services, Infant Services, and Medical Staff Services. These teams work constantly to enhance quality processes and patient care standards.
• 03:00 - 03:30: Benchmarking and Tools for Quality Management The chapter titled 'Benchmarking and Tools for Quality Management' focuses on the importance of total quality management (TQM) in organizations. TQM involves a continual process of improvement where every employee owns the process improvement initiative, contributing to never-ending and continuous enhancement efforts. The chapter emphasizes that perfection is the ultimate goal, and organizations should strive to always find room for improvement. Consequently, employees are empowered by adding more responsibility and shifting authority to the lowest possible levels within the organization.
• 03:30 - 04:00: Culture of Quality at Arnold Palmer Hospital The chapter discusses the culture of quality at Arnold Palmer Hospital. It emphasizes the importance of benchmarking, which involves selecting standards of products, services, costs, or practices that showcase the best performance levels. Arnold Palmer Hospital serves as an example, providing a wide array of medical and surgical services, including neonatal intensive care, to illustrate the implementation of such quality standards.
• 04:00 - 04:30: Feedback and Patient Satisfaction The chapter discusses the feedback and patient satisfaction practices in certain departments like Pediatric Intensive Care, pediatric oncology, labor and delivery, and care for high-risk pregnancies. It explains that the hospital sends an in-depth survey to patients two weeks after discharge to assess if their quality expectations have been met. Additionally, the hospital engages in a national benchmark comparison with other hospitals and consistently ranks in the top 10% for overall patient satisfaction.
• 04:30 - 05:00: Total Quality Management in Hospitals This chapter focuses on the importance of Total Quality Management (TQM) in hospitals, specifically through the lens of patient satisfaction surveys. The key metric discussed is the question of whether patients would recommend the hospital to their family and friends, with high scores reflecting well on the hospital's TQM efforts. The daily focus on patient satisfaction underscores its importance in the hospital's overall strategy, highlighting the success and pride in achieving high scores in detailed surveys.

Capítulo 6 The Culture of Quality at Arnold Palmer Hospital Transcription

• 00:00 - 00:30 [Music] n [Music]
• 00:30 - 01:00 what is quality in a hotel it might be embodied in the Ambiance of the building or the professionalism of the staff in a manufactured vehicle it might mean it is defect free for a restaurant quality could be reflected in the level of service provided or the taste of the food served but what about Hospital
• 01:00 - 01:30 quality it's taking care of not just our baby but us as a family and it's also communication and letting us know what's going on in a situation people who care a nurse and staff that really cares for the patients and families the best medical staff for my child great nurses quality is defined in your text as the ability of a product or service to meet customer needs
• 01:30 - 02:00 as you just heard quality in the eyes of customers May mean better performance nicer features and other improvements in this video we'll see what quality means at the Arnold Palmer Hospital in Orlando Florida here delivering Quality Health Care is top priority named after the golfing Legend the medical center is one of the five largest hospitals for women and children in the United States with over 2,000 employees 431 beds and a service area
• 02:00 - 02:30 covering 18 counties in the central Florida area administrators know however that size isn't the force behind a quality patient care experience we try to continually improve our processes and continually improve our quality initiatives we have several process Improvement teams that are divied up between Women's Services Children's Services infant services and medical staff services and everyone that
• 02:30 - 03:00 works here is involved with that to some degree or another and everyone owns the process Improvement initiative here when organizations focus on Total Quality Management they embark on a never-ending process of continuous Improvement where the belief is that there is always room for improvement and Perfection is the goal they also involve employees through empowerment adding responsibility and moving Authority down to the lowest
• 03:00 - 03:30 levels possible in an organization benchmarking is another key ingredient this involves selecting a demonstrated standard of products Services costs or practices that represent the very best performance let's take a look at what approaches are used at the Arnold Palmer Hospital here the hospital provides a broad range of medical and surgical services such as neonatal intensive care
• 03:30 - 04:00 Pediatric Intensive Care pediatric oncology labor and delivery and care for highrisk pregnancies to determine whether each patient's expectations of quality have been met the hospital mails an in-depth survey 2 weeks after discharge to everyone asking for feedback the hospital participates in a national Benchmark comparison against other hospitals and has consistently scored in the top 10% in overall patient satis
• 04:00 - 04:30 action the question I look at first on the patient surveys is the question would you recommend Arnold Palmer Hospital to your family and friends that is the key question for us um and we're very fortunate to have had very high scores in that particular area but I look at patient satisfaction every day I come to work every single day that is the most important thing that I focus on we do have other measurements and other initiatives but that is the most important thing here and we're very very proud of the the high scores that we have the survey itself is very detailed
• 04:30 - 05:00 and um there are a whole host of categories that I look at involving uh respect access the quality of your care the quality of the medical staff was your care coordinated did you receive the education you needed did you receive the discharge information you needed so um I you know I look at all of that but the key question is would you recommend us to your family and friends and um in many cases if our scores drop we plan quality initiatives and process change
• 05:00 - 05:30 is based on those survey results often new measures start at the Grassroots level with the staff closest to an area wanting to track performance key measures are delivered to the team via the executive dashboard the hospital's digital answer to paper documents the executive dashboard measurements really are a corporate Focus the um criteria is established at the executive staff level we look at four primary quadrants we look at
• 05:30 - 06:00 service we look at quality we look at human resources and we look at the financial quadrant and within each of those quadrants then each of the hospitals sets their own standards and their own measurements but it really helps us to focus on the same goals helps to focus on the same vision I think that's very important for everybody to be in the same boat and to be directed in the same way in order to achieve the results that we all need to achieve as your text shows there are tools used by many organizations to help
• 06:00 - 06:30 measure their Total Quality Management efforts they include check sheets scatter diagrams cause and effect diagrams Paro charts flow charts histograms and statistical process control the Arnold Palmer Hospital uses Paro charts and flowcharts to give Hospital Personnel a quick visual overview of what's Happening inhouse versus internal goals and external
• 06:30 - 07:00 National Norms par charts identify the few critical items as opposed to many less important ones flowcharts graphically describe a process or system this benchmarking is critical for understanding where opportunities exist for improvement administrators are quick to recognize that quality isn't just the responsibility of Senior Management new employees are given an extensive orientation on what quality and customer
• 07:00 - 07:30 satisfaction mean and their role in continuous Improvement this culture of employee empowerment gives staff the freedom and ability to quickly respond when something needs to be addressed in fact employees are empowered to provide gifts in value up to $200 to patients who find reason to complain about any Hospital service such as food courtesy responsiveness or cleanliness one recent response to to a need identified at the Grassroots level
• 07:30 - 08:00 was the implementation of the hospital's 24-hour bedside call service we pride ourself and the customer service that we provided Arnold Palmer Hospital about a year year and a half ago we instituted an At Your Service what we did was we put at each patient's bedside a little table card that said if you have any questions concerns issues with your stay at Arnold Palmer Hospital we'd like to hear from you we have a cell phone that is linked to all of the administrators
• 08:00 - 08:30 and we carry this phone 24 hours a day 7 days a week we may get calls as easy as can I turn on my Nickelodeon can you help me with food but certainly if there are issues of concern related to the care of that patient we want to know about it right away our goal is to make it right before they ever leave our facility so they they will have a longlasting good impression of Arnold Palmer Hospital this environment is is very unique and there aren't too many jobs that you can have that you can have such
• 08:30 - 09:00 a positive impact on someone's life and here we do that every day and I'm so proud to say that what happens here really matters the effort is paying off Arnold Palmer Hospital shares performance data with the National Association for children's hospitals and related institutions which generates rankings of thousands of members the hospital has one of the highest survival rates of critically ill babies and is currently ranked in the top 10% Nationwide in patient
• 09:00 - 09:30 satisfaction total quality management and service organizations like hospitals includes four components we discuss in the text one they're tangible how successful was the medical treatment received two the process for the doctors nurses and staff competent reliable courteous and effective communicators three meet expectations did the hospital deliver the quality of service it promised and four four handling problems did the hospital have
• 09:30 - 10:00 a plan for dealing with less than perfect conditions Arnold Palmer Hospital meets all four of these determinant of service quality that's how it has earned its top national ranking [Music]
• 10:00 - 10:30 [Music]