Background Achieving a highly reliable system and processes in the healthcare industry is a classic conundrum. As safe and quality healthcare has its increasing complexity, where errors are more likely to occur. Hence, most healthcare organizations have promoted the practice of Just Culture. The research study quantified and explained key aspects on the strengths and weaknesses of just culture dimensions which facilitated understanding in implementing a safety culture in Hamad General Hospital (HGH). Design: Perception was measured using the adapted JCAT through a descriptive, cross- sectional research design. Independent T-tests and One-way ANOVA were used to investigate the relationship between the demographic profile and just culture perception among 212 staff nurses in HGH. Results A strong positive perception among the staff nurses of Just Culture was found out based on its six (6) dimensions in Medical and Surgical In-Patient Units of HGH. Positive response rate is highest at Continuous Improvement dimension which is 88.66%. Balance dimension received the lowest rating with only 52.31% positive response rate.
Aim Assess the impact of the second victim support program to the just culture perception of nurses. Method A descriptive, cross-sectional study using the validated Just Culture Assessment Tool (JCAT) conducted last November 2020 to December 2020 in a large referral hospital in the Middle East. The total response rate was 82%. The just culture perception of 212 staff nurses is presented through a dimension-level mean scores of each group based on the second-victim exposure (non-victims, second victims with support, and second victims without support). Results Results revealed that the second victim with the support group got the highest overall mean score (5.13 ± 0.13), while second victim with support and second-victim without support is (5.15 ± 0.10) and is (5.45 ± 0.11), respectively. ANOVA and Tukey HSD multiple comparisons test showed a significant difference in just culture mean scores between second victims with support and non-victims are significantly different at a 5% level of significance (p-value = 0.0386 < 0.005). Conclusion A better perceptual score of just culture was linked to perceived institutional support for second victims.
Project Emery is a project and a strategy aimed to humanize the patient experience at Hamad General Hospital (HGH), which emphasized the need to translate compassionate and safe care into a tangible experience specifically for patients in isolation rooms. The evolving concept of "humanizing patient care" create a value improvement initiative for patients, treating them as individuals rather than just patients. Nearly all patients (80%) experienced anxiety as a result of isolation during the pandemic, and two-thirds (60%) reported a significant high level of anxiety, stress, and worry. To address the mental health challenges, art therapy inspired by patient Emery is offered as a tool to support patients during periods of isolation. The project is aimed to improve the patient engagement through increasing access to the arts as a means of expressing their thoughts and feelings about treatment and being hospitalized. The IHI Model of Improvement was utilized on this quality improvement initiative. A qualitative method was conducted using individual, semi-structured interviews. All interviews were transcribed verbatim for thematic analysis. Results have showed that 99% of 166 patients who voluntarily participate the arts activity had high engagement scores and would highly recommend the activity to the others. There are four common themes taken from patient interviews, 1) strengthens patient’s positive feelings, 2.) vent out feelings and concerns through storytelling, and narratives, 3.) optimizes nurse-patient communication; and 4.) activity for patient engagement.
Most public health sectors in many countries were heavily burdened both financially and operationally as a result of the pandemic's new changes. Organizations have been pushed to develop innovative solutions to balance expenses and revenues through value-for-money initiatives as a result of erratic economic conditions.Purchasing and supply distribution to the point of care account for approximately 30–40% of the hospital's operating budget. The demand-based ordering system, also known as the par system, has inherently resulted in increased waste due to obvious estimations for the quantity of items. Increased waste and costs have become a widespread issue in the healthcare supply chain, which was identified as a priority for improvement.The project is aimed to reduce the costs by 50% by implementing the Kanban system in the unit storeroom of medical units within three months. The IHI Model of Improvement was undertaken to go through the implementation of the project. Several quality improvement tools were used to test different ideas of change and measurement of improvements were also made.Following the adoption of the modified Kanban System, the costs of consumable item supply decreased by 69% from 16,000 QAR to 5,000 QAR. The percentage of wastes has reduced significantly to 0% while limiting the percentage of out stocking to a median of 1%.Kanban as a lean method, reduces wastes by controlling the flow of consumables within a supply chain. Eliminating or reducing waste is a cornerstone of lean management. The project’s new evidence demonstrated significant and sustainable cost saving strategy by reducing waste and pre-quantifying items based on their usage and flow. The Kanban system ultimately improved nurses’ productivity, streamlined the unit’s stock supply, promoted value improvement, and helped increased end-user satisfaction.
Most public health sectors in many countries were heavily burdened both financially and operationally as a result of the pandemic's new changes. Organizations have been pushed to develop innovative solutions to balance expenses and revenues through value-for-money initiatives as a result of erratic economic conditions. Purchasing and supply distribution to the point of care account for approximately 30–40% of the hospital's operating budget. The demand-based ordering system, also known as the par system, has inherently resulted in increased waste due to obvious estimations for the quantity of items. Increased waste and costs have become a widespread issue in the healthcare supply chain, which was identified as a priority for improvement. The project is aimed to reduce the costs by 50% by implementing the Kanban system in the unit storeroom of medical units within three months. The IHI Model of Improvement was undertaken to go through the implementation of the project. Several quality improvement tools were used to test different ideas of change and measurement of improvements were also made. Following the adoption of the modified Kanban System, the costs of consumable item supply decreased by 69% from 16,000 QAR to 5,000 QAR. The percentage of wastes has reduced significantly to 0% while limiting the percentage of out stocking to a median of 1%. Kanban as a lean method, reduces wastes by controlling the flow of consumables within a supply chain. Eliminating or reducing waste is a cornerstone of lean management. The project’s new evidence demonstrated significant and sustainable cost saving strategy by reducing waste and pre-quantifying items based on their usage and flow. The Kanban system ultimately improved nurses’ productivity, streamlined the unit’s stock supply, promoted value improvement, and helped increased end-user satisfaction.
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