Quality and patient experience: A six-dimensional approach for the future of healthcare

Chiu, Wen-Ta; Hwong, Rachele; Chiu, Jen-Fu; Huang, Boji; Stewart, JJ; Tsai, Tina T.; Wu, Su-Yen; Liu, Spencer; Chorvat, Nicole; Yu, Sasha; Aquino, Jon; Lin, Matthew; Wu, Q. M. Jonathan

doi:10.5430/jha.v5n3p40

Cited by 5 publications

(2 citation statements)

References 16 publications

(18 reference statements)

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“…This three-layer strategic plan aimed at effectively managing the challenging circumstances and meeting the demands of the situation, but also prioritized enhancing healthcare capacity, strengthening staffing, ensuring efficient and safe treatment, and improving hospital quality using Lean Six Sigma and the Six-Dimensional Approach. [4] These measures demonstrated AHMC's commitment to effectively responding to the pandemic and maintaining high-quality, patient safety and satisfaction in the ED. as treatments to enhance patient outcomes.…”

Section: Methodsmentioning

confidence: 99%

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

Chiu,

Toy,

Lin

et al. 2024

JHA

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Objective: This retrospective study explores the strategic plan formulated by AHMC Health System in California, USA, to sustain and improve quality of care and emergency department (ED) efficiency during the COVID-19 pandemic. It also analyzes the plan’s outcomes.Background: The COVID-19 pandemic has posed challenges for both individuals and healthcare industries alike, impacting decision-making and access to care. AHMC faced staff and resource shortages, patient reluctance, and difficulties adapting to rapidly evolving public health guidelines. These challenges highlighted the critical need for effective plans to maintain or improve healthcare quality and ED performance.Methods: AHMC adopted a comprehensive three-layer strategic plan in 2020. The first layer, “Pandemic Response,” focused on leadership, staff training and education, infection control, new treatments, and employee vaccination rates. The second layer, “ED Throughput,” set objectives for metrics such as door-to-doctor (door-to-doc) time, ancillary turnaround time (TAT), ED length of stay (LOS), and the left-without-being-seen (LWBS) rates. Progress was monitored through monthly improvement meetings. The third layer, “Quality Excellence,” tracked improvements in COVID-adapted objectives on quality initiatives, based on CMS Quality Star Ratings, Leapfrog Hospital Safety Grades, and Yelp review scores.Results: By 2023, the three-layer strategic plan had led to many improvements in the quality of care and ED efficiency. AHMC identified 22,287 positive COVID-19 cases, expanded its ventilator inventory by 50%, and enhanced patient outcomes by applying updated treatments. Additionally, AHMC saw a 3% reduction in ED wait times and sustained its overall patient satisfaction rates, CMS Quality Star Rating, and Leapfrog Hospital Safety Grade scores.Conclusions: AHMC’s three-layer strategic plan showed effectiveness in maintaining quality of care and ED efficiency during the COVID-19 pandemic. By focusing on “Pandemic Response,” “ED Throughput,” and “Quality Excellence,” AHMC was able to adapt to the rapidly evolving public health guidelines, expand its capacity to treat COVID-19 patients and sustain its overall patient safety, satisfaction, and quality ratings. The implementation of this plan highlights the importance of proactive and comprehensive strategies in managing healthcare crises.

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Section: Methodsmentioning

confidence: 99%

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

Chiu,

Toy,

Lin

et al. 2024

JHA

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“…For example, models such as AIDET (acknowledge, introduce, duration, explanation, and thank you) teach clinicians and staff to structure consistent communication with patients about their treatment and delays. 99 Other factors such as the organization and team's operational efficacy should be a target but are much more challenging to achieve.…”

Section: Future Direc Tionsmentioning

confidence: 99%

Factors impacting parental and child satisfaction in the perioperative setting

Mendoza

Fortier

Trinh

et al. 2021

Pediatric Anesthesia

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Previously, the medical community held the view that the only 'real' patient-related outcomes are those that have direct impact on morbidity and mortality. This view has changed significantly over the last decade, and currently, issues such as patient satisfaction and quality of life are often considered as important as clinical morbidity. 1 This shift is echoed in recent studies in the anesthesia literature that suggest that patient satisfaction should serve as an important endpoint and indicator of overall quality of anesthesia care. 2,3 Previous research on patient experience in medical and surgical settings has primarily focused on adult patients, whereas little data exist on satisfaction among children and their parents. 4 Previously, our center reported that the themes of modifiable and non-modifiable factors for adult surgical patients include satisfaction from clinician communication skills, information provision to patients, organization aspects of the unit, and demographic and health status predictors. 3 This follow-up special interest article focuses on modifiable and non-modifiable factors in children undergoing surgical procedures and their parents. A summary of articles included in this review is shown in Tables 1-3. | ME A SURING PEDIATRIC PERI OPER ATIVE PATIENT SATIS FAC TI ONIt is important to appreciate that developmental factors such as age and verbal and cognitive ability impact assessment of patient satisfaction in pediatric populations. Research suggests that children as young as four years old can express their opinion on their hospital

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Top-level leaders and implementation strategies to support organizational diversity, equity, inclusion, and belonging (DEIB) interventions: a qualitative study of top-level DEIB leaders in healthcare organizations

Hogan,

O’Rourke,

Weeks

et al. 2023

Implementation Sci

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Background The Black Lives Matter movement and COVID-19 pandemic motivated the wide-scale adoption of diversity, equity, inclusion, and belonging (DEIB) initiatives within healthcare organizations and the creation of DEIB top-level leader positions. The next step is to understand how these leaders contribute to the implementation of DEIB interventions, a task with notable salience due to not only the historical difficulties associated with DEIB strategy execution, but also the substantial evidence that leadership plays a significant role in implementation processes. Therefore, the objective of this qualitative study is to understand the role of top-level DEIB leaders in the implementation of healthcare organizational DEIB interventions. Methods A qualitative research approach which used an in-depth semi-structured interview approach was employed. We conducted thirty-one 60–90-min semi-structured interviews with DEIB top-level leaders between February 2022 and October 2022 over Zoom. An iterative coding process was used to identify the key implementation strategies and activities of DEIB top-level leaders. Results Interviewees were mostly Black, majority female, and mostly heterosexual and had a variety of educational backgrounds. We identified the DEIB top-level leader as the DEIB strategy implementation champion. These leaders drive five DEIB implementation strategies: (1) People, (2) Health Equity, (3) Monitoring and Feedback, (4) Operational Planning and Communication, and (5) External Partners. Within these, we identified 19 significant activities that describe the unique implementation strategies supported by the DEIB top-level leaders. Conclusions To move toward sustained commitment to DEIB, the organization must focus on not only establishing DEIB interventions, but on their successful implementation. Our findings help explicate the implementation activities that drive the DEIB initiatives of healthcare organizations and the role of DEIB leaders. Our work can help healthcare organizations systematically identify how to support the success of DEIB organizational interventions.

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Quality and patient experience: A six-dimensional approach for the future of healthcare

Cited by 5 publications

References 16 publications

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

Factors impacting parental and child satisfaction in the perioperative setting

Top-level leaders and implementation strategies to support organizational diversity, equity, inclusion, and belonging (DEIB) interventions: a qualitative study of top-level DEIB leaders in healthcare organizations

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