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Quality Improvement in Healthcare Finance: A Case Study

This case study focuses on improving financial data and information handling management in healthcare facilities consisting of six operational departments serving chemically dependent patients and families. The objective is to eliminate system defects and financial losses through an eight-step process. Methodology includes defining quality issues, selecting improvement opportunities, analyzing, taking action, checking, and monitoring to enhance total customer satisfaction. Implementation involves improving financial reporting accuracy and data links to meet customer needs.

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Quality Improvement in Healthcare Finance: A Case Study

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  1. King Fahd University of Petroleum & MineralsDepartment of Construction Engineering & Management CEM 515: Project Quality Management Case study of 8-phases implementationHEALTH CARE FINANCES Professor Abdulaziz A. Bubshasit

  2. Outline • Introduction and case description • Objective • The eight step process • Define Quality Issue • Understand & Define the process • Select Improvement Opportunities • Analyze the improvement opportunity • Take action • Check results • Implement the opportunity • Monitor results • Summary

  3. Introduction and case description • HEALTH CARE FACILITIES CONSISTS OF SIX OPERATIONAL DEPARTMENTS. • THIS FACILITY SERVES THE CHEMICALLY DEPENDENT PATIENTS AND THEIR FAMILIES. • THIS CASE STUDY FOCUSES ON QUALITY IMPROVEMENT OF FINANCIAL DATA AND INFORMATION HANDALING MANAGEMENT.

  4. Objective • To improve the Quality System in the health care facilities. • To eliminate the system defects and financial losses. • To set a new system and procedure • Methodology : the eight steps of CDPM Improvement Methodology have been used

  5. DEFINE THE QUALITY ISSUE UNDERSTAND AND DEFINE PROCESS MONITOR RESULTS SELECT IMPROVEMENT OPPORTUNITIES IMLEMENT IMPROVEMENT TOTAL CUSTOMER SATISFACTION CHECK RESULTS ANALYZE IMPROVEMENT OPPORTUNITIES TAKE ACTION THE EIGHT STEP PROCESS

  6. INPUT Availability of financial data for decision making OUTPUT FINANCIAL REPORTING DOES NOT MEET CUSTOMER NEEDS AND EXPECTATION Inaccurate Financial reporting FORM QUALITY TEAM BRAINSTORMING METHOD PROCESS PHASE 1: Define Quality Issue Customer Reporting system Must be meet Communicate results & manage stakeholder relations

  7. Process Defined mission statement Output Work flow diagrams (Identify top-level &top-down Process) Major disconnects in logical and physical data links Inadequate manual filling procedures Improve the financial report system logical and physical Data link manual filling procedures Input Providing info. To six operational departments Defined process PHASE 2: Understand & Define the process

  8. Phase 3: Select Improvement Opportunities Process Output Statistical Analysis Method Absence of physical data links between the six departments was costing $1540 a week in terms of redundant labor logical and physical Data link The improvement opportunities Manual transfer of information in different format between 6 departments. Input manual filling procedures

  9. Phase 4: Analyze the improvement opportunity Process Project Objective Input Cause-and-effect analysis diagram Single source for data & information Financial data considered personnel data not corporate data The improvement opportunities Manual transfer of information in different format between 6 departments. Output Financial data shall be corporate not personnel data

  10. BRINSTORMING &SELECTION TOOLS (TO CONFIRM CUSTOMER NEEDS) USER ACCEPANCE TEST QFD “HOUSE OF QUALITY” WBS DEVELOPED TO PROVIDE GRAPHIC PICTURE OF DELIVERABLE (HARDE &SOFT WARE, SCREENS, DATA BASE) Project Objective Input Financial data shall be corporate not personnel data OUTPUT New mental model of the new system designed. New operation procedure. Phase 5: Take action

  11. DATA STATISTICAL ANALYSIS THE DEVELOPED USER ACCEPTANCEPLAN IMPLEMENTED Prototype system reviewed and accepted New mental model of the new system designed. New operation procedure. input process Project deliverable for implementation Accepted design and operation procedure of the new system Phase 6: check results

  12. The new system is running Writing manuals and procedures Training and education Accepted new system for implementation input process Output The new system along with all required procedure, operation and maintenance manuals and training guide. Phase 7: Implement the improvement

  13. INPUT Total customer satisfaction OUTPUT operational new system meeting customer needs New system improvement opportunities New opportunities From customer feedback Move again into project definition PROCESS Phase 8: Monitor results

  14. Summary • Third party auditing system is recommended and shall be part of the health care facility policy. • More effective and advanced measurement tools shall be utilized to alert the top management in case of deficiencies or deviation • One year plan a head should be established and maintained as road map to wards successes and prosperity. • Customer should do this practice at the beginning by implementing all quality system requirements to prevent losses and unnecessary cost impact. • All these data and procedure shall be maintained and made available as lesson learn to every body in the organization.

  15. Thank You

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