Hospital stay service blueprint10/29/2023 Staffer Diane Bowles, who carries the title "clini- cal practice improvement consultant," charts scores of processes. One of the tools the hospital uses consistently is process charts (like those in Figures 7.4 to 7.7 in this chapter and Figure 6.6(e) in Chapter 6). Continuous improvement is a huge and never-ending task. But getting there means constantly examining and reexamining everything we do, from patient flow, to cleanliness, to layout space, to a work- friendly environment to speed of medication delivery from the pharmacy to a patient. "is our continuous improvement pro- cess. and one of the largest neonatal intensive care units in the Southeast APH ranks in the top 10% of hospitals nationwide in patient sat- isfaction "Part of the reason for APH's success," says Executive Director Kathy Swanson. It is the fourth busiest labor and delivery hospital in the U.S. Since its opening on golfing legend Arnold Palmer's birthday September 10, 1989, more than 1.6 million children and women have passed through its doors. Process Analysis at Arnold Palmer Hospital The Arnold Palmer Hospital (APH) in Orlando, Florida, is one of the busiest and most respected hospitals for the medical treatment of children and women in the U.S.
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