about you
We subscribe to the Covey principle of seeking first to understand, then to be understood. There is no "one size fits all." We also embrace the same quality management principle that our customers adopt, Customer Focus. We believe that you receive better outcomes for you and your patients when the focus is on you, our customer.
So first, to understand. We have labored trying to understand the "context" of the environment in which you work. We did some research and here is a synopsis of what we found.
We work in accredited hospitals and healthcare organizations that strive for improving patient safety and delivering great care through highly reliable processes. Widespread hospital accreditation began in the US in 1946 with the Hill-Burton Act. In 1965, with the enactment of Medicare and Medicaid, Congress determined that the quality of care provided by individual hospitals would be based on uniform federal standards. Thus the formalization of accreditation bodies conducting surveys to “assure” the quality of care.
Fast forward fifty (50) years and we still struggle with that quality of care, even though we are accredited! So we invoke new tools to assist, such as Lean, Six Sigma, Baldrige, PDSA, etc. and we still struggle. Healthcare has become exponentially more complex and we keep adding more complexity to a foundation that is grossly under-managed, our basic accreditation.
The DNV-GL accreditation model gives a foundational solution, the process and risk-based international standard, ISO 9001. This standard in simplest terms requires that you manage your organization as a series of interrelating processes and that you manage the risk appropriately in those processes.
Avedis Donabedian, a physician and health services researcher at the University of Michigan, developed the Donabedian model in 1966 for evaluating quality in healthcare. His model is composed of three categories, structure, process and outcomes. Process management is the basis for ISO 9001, yet it is the most misunderstood and maligned in our complex environment…ask those working in Lean and Six Sigma about sustainability. Another measure, look at the series of recurring issues in healthcare. We manage issues by revising a policy and training on the newly revised policy....then lo and behold, a few years later, the issue recurs.
That’s the sandbox that we all play in today. Now that we have a better understanding of the context of your hospitals, we can better serve you with innovation and practical solutions. When we do our job correctly, you can better deliver the care that you desire for YOUR patients. We want your patients to be safe and satisfied!
So first, to understand. We have labored trying to understand the "context" of the environment in which you work. We did some research and here is a synopsis of what we found.
We work in accredited hospitals and healthcare organizations that strive for improving patient safety and delivering great care through highly reliable processes. Widespread hospital accreditation began in the US in 1946 with the Hill-Burton Act. In 1965, with the enactment of Medicare and Medicaid, Congress determined that the quality of care provided by individual hospitals would be based on uniform federal standards. Thus the formalization of accreditation bodies conducting surveys to “assure” the quality of care.
Fast forward fifty (50) years and we still struggle with that quality of care, even though we are accredited! So we invoke new tools to assist, such as Lean, Six Sigma, Baldrige, PDSA, etc. and we still struggle. Healthcare has become exponentially more complex and we keep adding more complexity to a foundation that is grossly under-managed, our basic accreditation.
The DNV-GL accreditation model gives a foundational solution, the process and risk-based international standard, ISO 9001. This standard in simplest terms requires that you manage your organization as a series of interrelating processes and that you manage the risk appropriately in those processes.
Avedis Donabedian, a physician and health services researcher at the University of Michigan, developed the Donabedian model in 1966 for evaluating quality in healthcare. His model is composed of three categories, structure, process and outcomes. Process management is the basis for ISO 9001, yet it is the most misunderstood and maligned in our complex environment…ask those working in Lean and Six Sigma about sustainability. Another measure, look at the series of recurring issues in healthcare. We manage issues by revising a policy and training on the newly revised policy....then lo and behold, a few years later, the issue recurs.
That’s the sandbox that we all play in today. Now that we have a better understanding of the context of your hospitals, we can better serve you with innovation and practical solutions. When we do our job correctly, you can better deliver the care that you desire for YOUR patients. We want your patients to be safe and satisfied!