Measurement Mechanism to Evaluate Quality Improvement Initiative
The use of measurement mechanisms is not a new practice in different sectors. These mechanisms are relevant because “they support different quality improvement processes” (Richardson & Storr, 2010, p. 14). One of the best mechanisms is Performance Measurement (PM). Performance Measurements are initiatives implemented to assess the nature of care availed to every patient (Reh, 2011). The measurement also outlines the patient outcomes. The teams will work hard to provide quality care to the targeted patients. PMs ensure every caregiver or supervisor offers quality services to his or her patient (Nastasi & Hitchcock, 2009). Every nurse and leader should support these mechanisms using appropriate structural measures. Supervisors and teams should use the right infrastructures and protocols to support the quality improvement initiative (QII). According to Richardson and Storr (2010), every effort to improve the quality of healthcare should be measurable. The above efforts will support new changes in order to get the best results. Nurses should report every practice or challenge. The approach will ensure the QII is successful. Some organizations such as the National Quality Forum (NQF) support the “use of effective measures of patient safety” (Reh, 2011, p. 3). Such measures are critical to improving the quality of healthcare.
Influence of Leadership and Improvement Teams in Sustaining Improvement Efforts
The second good practice is sustaining the targeted improvement efforts. Every measurement mechanism is relevant towards improving the quality of care provided to different patients. Leadership is the best practice towards a sustainable quality improvement process. The organizational team should mentor, support, and inspire every person involved in the quality improvement initiative (QII). The team should examine the challenges affecting the targeted objectives. Every leader should make proper decisions and evidence-based solutions in order to support the quality improvement initiative. Every team member “should present the best quality improvement techniques” (Shelton & Wakai, 2011, p. 152). The team should also assess the level of performance. The leaders should undertake new studies in order to support the targeted change. The team should identify the existing gaps in order to make the QII successful. Different leadership models explain why every team should embrace the best managerial practices. Some of these practices include “using evidence-based facts, implementing new skills, supporting caregivers, and promoting critical thinking” (Nastasi & Hitchcock, 2009, p. 372). These practices will sustain and support the quality improvement initiative.
Strategies for Leaders and Teams
Team leaders should be ready to involve every healthcare provider. This practice will ensure the caregivers are part of the quality improvement process. Every professional should be part of the process. The approach will ensure the QII is valid and practical. The duty of the leaders is to mentor and empower these professionals with the right ideas and skills. The leaders should “equip every professional with new concepts in order to support the proposed initiative” (Bigelow, Wolkowski, Baskin, & Gorko, 2010, p. 8). Every leader can use the Six Sigma approach. The Six Sigma approach is critical towards improving, designing, and monitoring every organizational process (Murphree, Vath, & Daigle, 2011). The strategy will ensure the process is successful (Bigelow et al., 2010). The leaders can also use the Root Cause Analysis (RCA). This approach investigates the nature of every organizational problem. RCA presents new ideas to improve the situation. Business leaders use this tool to implement new actions and reduce risks. The team should combine these practices in order to have a successful quality improvement initiative.
Reference List
Bigelow, L., Wolkowski, C., Baskin, L., & Gorko, M. (2010). Lean Six Sigma: Sustaining the gains in a hospital laboratory. Clinical Leadership & Management Review, 24(3), 1-14.
Murphree, P., Vath, R. R., & Daigle, L. (2011). Sustaining Lean Six Sigma projects in health care. Physician Executive, 37(1), 44-48.
Nastasi, B., & Hitchcock, J. (2009). Challenges of evaluating multilevel interventions. American Journal of Community Psychology, 43(4), 360-376.
Reh, J. (2011). Key performance indicators (KPI): How an organization defines and measures progress toward its goals. Web.
Richardson, A., & Storr, J. (2010). Patient safety: A literature review on the impact of nursing empowerment, leadership and collaboration. International Nursing Review, 57(1), 12–21.
Shelton, D., & Wakai, S. (2011). A process evaluation of START NOW Skills Training for inmates with impulsive and aggressive behaviors. Journal of the American Psychiatric Nurses Association, 17(2), 148-157.