a)
a) DiscuDiscuss at least six operatss at least six operational chalional challengelenges that can preves that can prevent CVnt CVAMC inAMC in meeting the needs of the dierent types of their customers and the meeting the needs of the dierent types of their customers and the or
orgagannisisatatioion’n’s s rolrole e in in tthe he cocommmmununitity y aand nd wwitith h rresespepect ct tto o ititss competition. !")
competition. !") !.
!. #ot avai#ot availa$ilila$ility of facilitity of facilities which ares which are close to the inhere close to the inherent locatent location of ion of the veterans. %t includes &nding locations and cost involved in the the veterans. %t includes &nding locations and cost involved in the same.
same. '.
'. #o#ot t hahaviving ng enenouough gh ststa a fofor r ththe e resrest t of of ththe e cocommmmunitunityy. . CuCurrrrenentltlyy physician sta is only !"( and its
physician sta is only !"( and its di*cult to &nd good resources.di*cult to &nd good resources. +.
+. #on ava#on availaila$ili$ility of ty of googood d tectechnohnology logy and gooand good d insinstrutrumements to $e nts to $e useusedd for treatment
for treatment ,.
,. AsAssisigngnining g same same phphysysicician everian every y titime me to to ththe e sasame me veteveteraran. n. DuDue e toto shortage of resources same physician cannot $e assigned to
shortage of resources same physician cannot $e assigned to veterans.veterans. -.
-. he famihe families of veterlies of veteran patienan patients need to $e inforts need to $e informed a$omed a$out the carut the care of e of their loved ones. hey want to $e a$le to participate in educational their loved ones. hey want to $e a$le to participate in educational activities. hey wish to $e a$le to support the patient when treatment activities. hey wish to $e a$le to support the patient when treatment decisions are $eing made. hey want convenient
decisions are $eing made. hey want convenient access to care for theaccess to care for the veteran patients/ as they are often responsi$le for getting the patient veteran patients/ as they are often responsi$le for getting the patient to the appointments.
to the appointments. 0.
0. MeeMeetinting veterg veteranans demans demands and needds and needs at s at eveevery timry time e as theras there e is nois no automated process to record veteran needs and medical history.
automated process to record veteran needs and medical history. 1.
1. 2igh Cos2igh Cost is a ma3or factot is a ma3or factor for many ver for many veteran pateran patienttients/ since ths/ since they haveey have little or no out4of4poc5et expenses for care provided at the CVAMC. little or no out4of4poc5et expenses for care provided at the CVAMC. Accessi$ility is critical/ since patients are often unwilling to tolerate Accessi$ility is critical/ since patients are often unwilling to tolerate long waits for appointments or long delays on the day
long waits for appointments or long delays on the day of their visits.of their visits. 8.
8. Many patients show strong preferences for local access to care/ theMany patients show strong preferences for local access to care/ the a$
a$ililitity y to to avavoioid d $r$rididge ge or or dodownwntotown wn trtra*a*c/ c/ anand d ease ease of of papar5r5ining.g. Continuity of care is important to many patients. Many patients want Continuity of care is important to many patients. Many patients want their providers to $e a$le
their providers to $e a$le to coordinate their visits and tests/ with to coordinate their visits and tests/ with goodgood co
commmmununicicatatioion n of of rresesulults ts amamonong g ththeieir r prprovovididerers. s. 6t6ta a cocoururtetesysy// empathy and eorts to educate the patients may also $e factors of empathy and eorts to educate the patients may also $e factors of impo
importancrtance e to to healthealth h carcare e custocustomersmers. . AnotAnother her arearea a recreceiving greateiving great attention at this time is achieving increasingly strict customer service attention at this time is achieving increasingly strict customer service standards.
standards. $)
$) 6u6upppposose e ththerere e is is a a vavacacancncy y fofor r an an opopereratatioions ns mamananageger r at at CVCVAMAMC.C. 7hat should $e a 3o$ description of
7hat should $e a 3o$ description of the new operations manager8 !")the new operations manager8 !")
The staffing requirements at the facility include contract, contract-to-hire and direct hire The staffing requirements at the facility include contract, contract-to-hire and direct hire placement
placement services. services. A A background background in in medical medical staffing staffing is is helpful helpful but but not not mandatory. mandatory. Our Our heal
practices, clinics, hospitals, outpatient surgery centres, 3rd parties and other medical facilities. This is a salary plus commission compensation plan with unmatched opportunity for advancement and growth opportunities. Our business model provides the recruiter with ecellent support resources and advanced technology and tools allowing the recruiter to maimi!e their time with high value candidates and clients.
"ob #equirements$
• This opportunity requires a recruiter who is willing to participate closely with team
members across multiple clients and %ob orders.
• &ou must be fleible with a demonstrated ability to manage a blended portfolio of
temporary and direct hire placements.
• &ou must have a strong commitment to individual growth, personal and team success.
• 'ave a sense of urgency and a pro-active mindset
• (ust be an ecellent communicator, verbal and written
• )etailed oriented and ability to prioriti!e
• Ability to work independently and as part of a team
c) he 9oard of CVAMC has decided to follow a low cost leadership strategy. Discuss the content of an operations plan to support this decision hint : study &gure '., of the prescri$ed $oo5 page 1+)). !-)
• ;atient4Centered Care< CVAMC is em$racing patient4centered care/
which means that CVAMC will design its extensive services around the individual needs/ values/ and preferences of our Veterans and
their families. %n order to $e patient4centered/ CVAMC will need to $uild an environment that is safe/ secure/ comforta$le/ and supporting of healing. CVAMC will $ecome Veterans preferred provider of health care services.
• eam Care< eams are the means for providing care and services in
CVAMC’s 2ealth Care system. eams will map their processes and de&ne the roles and responsi$ilities of each mem$er= they will $e trained and pro&cient in team s5ills= and they will develop a stronger culture of civility/ respect/ trust/ and integrity/ and provide each team mem$er opportunities to shape how to $est do their wor5. >ur teams will involve Veterans’ families and internal customers as mem$ers of the team and colla$orate with other teams to ensure fully coordinated care and services.
• Continuous %mprovement< CVAMC is committed to continuous
improvement as a core operating principle. his means that all levels of the organi?ation will $e involved from each employee to national programs in improvement eorts/ understanding that @improving our wor5 is our wor5. CVAMC will $ring the 5nowledge and s5ills of system engineering to $ear on all elements of the operation and promote a culture where every employee ta5es responsi$ility for the improvement of Buality of care. CVAMC will ensure that continuous improvement eorts lead to results for immediate and long4term health outcomes for our Veterans.
• Data4Driven/ vidence49ased Approach< CVAMC will provide the
highest Buality of care to all Veterans using a data4driven/ evidence4 $ased approach. his means CVAMC will use sound measurement and analysis to identify successful practices and then methodically implement them across the organi?ation and ensure high relia$ility in delivering evidence4$ased care. CVAMC will develop valid/ useful metrics that cover all domains of health care Buality/ including eectiveness/ safety/ timeliness/ patient4centeredness/ cost eectiveness/ and eBuity.
• ;opulation 2ealth2ealth ;romotion< CVAMC is increasingly focused
on health promotion/ disease prevention/ and population health. CVAMC will assist Veterans in achieving healthier life styles and focus on reducing health ris5s. CVAMC will develop a system that measures health outcomes for $oth individual Veterans and the Veteran community. CVAMC will develop systems to improve the health of the Veteran community/ concentrating on those areas where supports outside VA are limited.
d) @Euality is a$out meeting customer reBuirements. 6uggest with full motivation how at least two Buality improvement approaches can $e used to improve Buality at CVAMC.
!-)
• Fnderstanding customers and ma5ing a point of assigning same
physician to the same veteran.
• Fsing automated techniBues to record medical history and medical
items of the veterans.
e) 7hat will $e the advantages and disadvantages of implementing an %6> G""!<'"!- standard8 !-)
• %mprovement of your credi$ility and image : 9ecause %6> G""! is an
internationally recogni?ed standard/ it has $ecome the $asis for creating a Buality management system around the world/ replacing many previously pu$lished reBuirements. 7hen a company is loo5ing for a supplier/ it is often a reBuirement to have a EM6 $ased on %6> G""! in order to $e considered. his is particularly the case if you are competing for pu$lic sector 3o$s in many countries. Attaining %6> G""! certi&cation can $e a powerful mar5eting tool.
• %mprovement of customer satisfaction : >ne of the Buality
management principles that are the foundation of the %6> G""! reBuirements is to improve customer satisfaction $y planning for and striving to meet customer reBuirements. 9y improving your customer satisfaction you will retain more repeat customers since happy and satis&ed customers are the 5ey to 5eeping customer loyalty. And such customers $ring in additional revenues.
• 9etter process integration : 9y loo5ing at the overall process
interactions through the process approach of %6> G""!/ you will $e a$le to more easily &nd improvements in e*ciency and cost savings. his is done through eliminating the waste that can occur when processes are maintained without a view of the ine*ciencies that can arise during process hando. he $etter process How can also $e used to drive e*ciencies towards fewer errors and resulting rewor5s/ which can improve cost savings.
here is fee in order to register for the certi&cation/ plus other additional costs such as training your sta or for the extra time spend on preparing for audits/ $ut the $ene&ts youll receive from o$taining %6> G""! certi&cation will far outweigh any upfront costs. 9esides having a new high Buality EM6 in place you can use this certi&cation across many of
your mar5eting platforms to provide social proof to potential clients that your company is well managed/ therefore they can expect $etter servicesproducts from you.
here is no su$stitute of %6> standard $ecause this is founded on proven practices followed $y the role model organi?ations worldwide for ages that made them industry leaders. he practices were indeed included in the standard as reBuirements.
f) 6uppose CVAMC is designed with '""" $eds for patients. 2owever the &nancial director insisted that $est optimum cost will $e to accommodate only !-"" patients at any given time. Iurther/ due to sta*ng issues only !'"" patients could $e accommodated at any given time. 7hat is the utilisation and e*ciency in terms of patient accommodation at any given time8 !")
