Reference no: EM133291921
- Read the case study, The Case of the Belated Lab Test.
- You will take on the assistant administrator role described in the case study. You will create a communication plan for the team designed to address the current problem the hospital is facing. Create this plan as if you were going to give it to your supervisor. It should be a formal plan that is labeled and organized in a logical way to communicate your ideas. Your goal should include the following:
- needed members
- measurable goals
- timelines of communication
- benefits of the project
- Your overall plan can be bulleted and should include an informative essay describing the method.
- APA references
Unit 2 Assignment Case Study: The Case of the Belated Lab Test
Disclaimer: The organization and characters depicted in this exercise are fictional. Any resemblance to real organizations or individuals is purely coincidental.
Introduction: College Community Hospital (CCH) is a 200-bed facility offering adult medical, surgical, orthopedic, and psychiatric care. The hospital provides a full range of diagnostic and therapeutic services, including CT and MRI scanning and an eight-bed intensive care unit. The 200 beds are distributed over six inpatient floors:
- 3A Acute Medicine
- 3B Diagnostic Medicine
- 3C Intensive Care
- 4A Acute Psychiatry
- 4B Orthopedics
- • 4C General Surgery
One year ago, faced with decreased patient and staff satisfaction and rising costs, the management of CCH adopted a Total Quality Management strategy. They formed a Quality Council and chartered several performance improvement projects. Over a 9-month period, projects were successfully completed in Dietary, Nursing, Psychiatry, Materials Management, Pharmacy, Health Information, and Outpatient Surgery, they are now ready to begin the second round of projects.
One primary source of dissatisfaction for physicians and nursing staff has been the slow turnaround time (TAT) for laboratory tests. The lab performs about 3000 blood tests per week, the most common being CBC (complete blood count), serum electrolytes (sodium, potassium, chloride, and CO2), BUN, a kidney function test, and blood sugar.
Given the high complaints about slow lab test turn-around time, the Assistant Administrator asked the Quality Council to initiate a Performance Improvement (PI) project team to tackle the problem of improving the number of tests completed within the hospital standard. The Quality Council agreed, chartered a team, and asked the Assistant Administrator to act as Team Leader.
The Assistant Administrator was familiar with Total Quality Management concepts and recruited a team, including the Transport Supervisor, who had recently attended a PI Methods and Tools class. When all the recruiting was done, the team members were:
- Lotta Paper, Assistant Administrator - Team Leader
- Tom Trotter, Transport Supervisor - Quality Advisor
- Beth Harrast, Floor Secretary, 3A
- Harry Hiteck, Day Supervisor, Lab
- Sam Drawit, Day Phlebotomist
- Steve Spinner, Evening Lab Tech
- Cathy Filer, Health Information Management