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In week 3, you identify the weakness (the area for improvement) that you wish to continue to work on for your Course Project Task 2 due in this week. In other words, you use the same healthcare setting, for instance ER, to continue and complete your Course Project Task 2 in week 4.

Below are the tasks to be completed in your Course Project Task 2.

Visit the following link:

Determine-root-cause-5-whys

Read the introduction to RCA.
Read the RCA process.
Conduct and report an RCA for the area of improvement you selected. Include in your analysis:

A diagram of the clinical or workflow process
A fishbone diagram of constraints
The steps for improvement, utilizing the five-whys tool
Suggested changes for making the improvement

Here examples of ER Workflow from AHRQ https://www.ahrq.gov/sites/default/files/wysiwyg/professionals/quality-patient-safety/quality-resources/tools/cap-toolkit/ed-workflowdiagrams.pdf
PROJECT INSTRUCTIONS ATTACHED.MHC6303 WEEK 4 PROJECT INSTRUCTIONS AND RUBRIC

Instructions

Before beginning work on this assignment, please review the expanded grading rubric for specific instructions relating to content and formatting.

Course Project Task 2

Using the strengths, weaknesses, opportunities, and threats (SWOT) analysis you did in Week 3, select an area of improvement in the healthcare setting. You will do an RCA for this area this week.

Tasks:

· Visit the following link:

Determine-root-cause-5-whys

Determine the Root Cause: 5 Whys

· Read the introduction to RCA.
· Read the RCA process.
· Conduct and report an RCA for the area of improvement you selected. Include in your analysis:
· A diagram of the clinical or workflow process
· A fishbone diagram of constraints
· The steps for improvement, utilizing the five-whys tool
· Suggested changes for making the improvement

Submission Details:

· To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.
· Your assignment should be addressed in a 2- to 3-page document.

· Name your document SU_MHC6303_W4P_LastName_FirstInitial.doc and submit to the Submissions Area by the due date assigned.

RUBRIC

Criteria

No Evidence

0 points

Unsatisfactory

4 points

Emerging

8 points

Proficient

12 points

Exemplary

15 points

Criterion Score

Includes all assignment components and meets graduate level critical thinking. A purpose statement is identified for the response.
Student did not submit assignment
Work minimally meets assignment expectations. No purpose statement is provided.
Assignment meets some expectations with minimal depth and breath. Purpose statement is vague.
Assignment meets most of expectations with all components being addressed in good depth and breadth. Purpose statement is present and appropriate for the assignment.
Assignment meets all expectations with exceptional depth and breath. A comprehensive purpose statement delineates all requirements of the assignment.
/ 15
Integrates and understands assignments concepts and topics.
Student did not submit assignment
Shows some degree of understanding of assignment concepts.
Demonstrates a clear understanding of assignment concepts.
Demonstrates the ability to evaluate and apply key assignment concepts.
Demonstrates the ability to evaluate, apply and integrate key assignment concepts.
/ 15
Synthesizes, analyses, and evaluates resources to apply concepts in the assignment.
Student did not submit assignment
Does not interpret, apply, and synthesize concepts, and/or strategies.
Summarizes information gleaned from sources to support major points, but does not synthesize. Provides minimal justification to support major topics. Uses 1 credible resource in the assignment.
Synthesizes and justifies (defends, explains, validates, confirms) informaMHC6303 Week 4 Lecture Notes

Hospital and Community Mission and Vision Alignment

Julie remembers the time when she first accepted the position at Summit Medical Center (SMC) as the director of surgical services. SMC was the larger of the two hospital-based healthcare organizations in a city of fifty thousand people, the other being St. Mary’s. SMC was located in the rural area of a mountain state.
However, Julie noticed that the local community was divided into “Summit people” and “St. Mary’s people” according to their preferences. St. Mary’s had an older, smaller building, which appeared out of date to Julie. Despite that, it maintained a sizable market share; some people in the community said they didn’t like the way the people at Summit “did business.”
Julie felt particularly discouraged one day on reading an article in a healthcare journal regarding a mission-driven organization. She found herself imagining a facility that put the needs of patients and the community above departmental squabbles. Julie thought for a moment about SMC’s mission statement but didn’t recall reading or hearing about it ever since she had joined.
The article also discussed the values of an organization and how goals and plans were developed and reviewed regularly at all organizational levels. The mission-driven organization described in the article made deliberate attempts to acquire and respond to feedback from all employees, patients, and the community as a whole. The result was a facility where everyone participated in serving the mission, which was patient centered, and didn’t spend time worrying about whether he or she worked harder than someone else. The article stressed that the move to a mission-driven organization had to start at the top
Understanding the alignment necessary for the community as a whole is important to appropriate access for quality outcomes. Nest you will review leaderships role in aligning the hospital and community. Review the following form more information on these topics.

Resources:

Straw, J., & ebrary, I. (2013). The work of leaders: How vision, alignment, and execution will change the way you lead (1st;1. Aufl.;First;1; ed.). San Francisco: Jossey-Bass.
Dye, C. F. (2014). Achieving true alignment with physicians: Engaging physicians as equal partners is critical in gaining their alignment with the organization’s mission and vision. Healthcare Financial Management, 68(12), 56. Retrieved from: http://web.a.ebscohost.com.southuniversity.libproxy.edmc.edu/chc/detail?sid=c1f5e1b9-78d6-4c73-b4a0-8db2fe4582fe%40sessionmgr4007&vid=0&hid=4209&bdata=JnNpdGU9Y2hjLWxpdmU%3d#AN=101450459&db=cmh

Additional Material

Hospital Staff and Hospital Leadership

After a few weeks, Julie began to notice other things that bothered her about the culture at SMC. While employees were concerned about patient care, many seemed to be preoccupied with their own positions and departments.
Transferring patients from one department to another was often

  
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