JCI Principles Adopted by American Hospital Dubai - Essay Example

Name: Tutor: Title: Quality Management Course: Institution: Date: Table of Contents Table of Contents 2 Abstract 3 Introduction 4 The need for the study 8 UAE healthcare system 9 JCI principles adopted by American Hospital Dubai 10 Management 11 Significance of executing QM 12 QM execution in the Healthcare Organization 12 Factors affecting QM execution 13 Approach towards six sigma and its relevance 14 Conclusion 16 Bibliography 19 Abstract The execution of quality management systems QMS is a world-wide observable fact, more so in the organizations which are spatially located in the developing nations. Therefore, different organizations have used various forms of QMS in order to improve the quality of their goods and services to their affiliated clients. The Joint Commission International (JCI) is an oversea organization which issues out healthcare standards eating a humble pie following the principles and ethics that quality management and patients safety requires from them. The international pressure to implement this trend has hence encroached into the Middle East via the progressive efforts of the healthcare sector to achieve international standards through employing JCI standards. Within the UAE the public hospital sector are the leading within the healthcare field to attain JCI accreditation standards. Most of the Hospitals within the UAE are yet to attain such credits. The research aims at examining various factors that affect and promote the process of achieving JCI ethics in UAE hospitals particularly the American Hospital Dubai. Introduction The currently highly competitive market place is so far undergoing dramatic transitions in client’s expectations of value and the affected through the dramatic trends in the information technology. Superiority in quality has hence become a vital need for organizations in order to endure and succeed (Jagadeesh, 1999). Quality management is hence considered to be a crucial way to realize the needed excellence in business practices; this is because it provides the client with satisfaction through progressive development suggests (Sayed, 2000). In a hospital organisation Total Quality Management is a capable approach that is employed in management that focuses on the customer, therefore the improvement of the structures and procedures and the impact of the healthcare services averts (Brown, 2006). Consequently an analysis of literature relays that it is significant for the organisation that in heavily involved in TQM projects to comprehend and control the factors that have an impact on the execution process. QM has dominated the management scene for decades now. Most of the organisations all over the world have so far tried to employ QM to achieve an increase in competetion and improved results. Some of the organisations have achieved this for instance the American Hospital Dubai, depicted through quality receipients and better financial results as compared to the previuos years. Though there are several reasons for the eventual success and failure of the approach some have hence tarnished QM and have intesified the search for new and efficient navigating increased competetiveness of a borderless world (Osada, 1991). Therefore six-sigma have hence grown in popularity and most of the organisations have shifted their strategies and practices towards achieving this concept. Six-sigma overcomes problems such as intergration, leadership apathy, and failure to breakdown internal walls which QM cannot achieve thus it herald a re-birth. Therfore six-sigma and QM are two sides of a simialar dish suggests Drago, (2002). The American Hospital Dubai is a 144-bed, designed for the provision of a high quality, American standard of healthcare to meet the needs of patients and exceeds the needs of the dubai people, UAE and surrounding Gulf estates. The American hospital was among the first Hospital to be awarded the JCI accreditation in may 2000 and trimpantly underwent further JCI surveys in the following years to maintain accredited status. It has thus continually expanded to meet the demands for a more personalised services, convinience and deepening the level of expertise. It has also constructed a state of the art outpatient clinic building. Surveys that have so far been carried out in the UK reveal that British firms are so far having tribulations with the execution of QM (Hill & Wilkinson, 1995). The principles and methodologies of QM have only recently been applied within the UAE hospitals, though their execution has stumbled upon major challenges. It is estimated that 3000 hospitals have been accredited since 1951 within the Unied States in conjunction with the joint Commission on accreditation of Healthcare Organisations currently renamed the Joint commission. In the UAE six Healthcare units have achieved accreditation by the JCI (Joint Commission International, 2007) which propose that there are a number of factors that affect the implimentation of JCI standards. This is mainly as suggested in its standards that the principle of quality management and quality improvement. During this new millennium for a highly competitive business atmosphere with the ever increasing customer requirements and expectations of various services, the healthcare sector corresponds to a substantial economic weight. With the progressively increasing demand year in year out, healthcare services remain one of the most significant needs for every individual within the community. The costs of affording the healthcare needs have increased considerably throughout the past decades and this culture is anticipated to continue. Most of the costs occur in hospitals as emphasized by Yang (2003). Heathcare data that has been published by the organisation for economic co-operation and development (2003), that was generated from a proportional analysis of about 30 nations depict that mean healthcare expenses within the European nations was 8.4% of gross domestic product (GDP) in the year 2001. Healthcare costs are also increasing within the United states and also the UAE (Cowan et al., 2004). Sayed (1998) suggests that hospitals consume the largest allocation of pubic health resources within the UAE. In this event they absorb more resources than any other government spending on other healthcare programs. As a result of the nature of healthcare practices and clients, the improvement of efficiency and reduction of errors within hospitals will not only save finances but also save on lives Brown, (2006). Further Brown (2007) suggests that improving the results of healthcare services needs a continuous organizational-wide development in the process of delivering them to clients in the most effective and efficient manner. The concept of QM has so far been advocated by management theorists and other sectors of the economy, has been adopted by the healthcare leaders. It is a broad management philosophy promoting quality and leadership commitment that gives a provision of energy and rationale for the execution of continuous quality improvement as part of the organizational quality policy in healthcare (Brown, 2007). Implementation of quality management (QM) within the healthcare organizations will in the long run improve the patients’ safety, the establishment of true economic efficiency through vastly improving cost management practices and also move the healthcare organization to excellence (Drago, 2002). The institution that deals with medicine reported that after a study that was carried out in early 1990’s indicates that 44,000 to 98,000 Americans pass on each year due to medical errors. This is also the same within the UAE. Thus the implementation of QM within the Healthcare process crafts safe healthcare services, efficient patient care, improved health results and enhanced customer satisfaction, provided that the processes are structured, and executed constantly (Schyve, 2000). The QM advancement has in this event shown ability for enhancing a remarkable development in quality and cost in healthcare organizations, but has so far been a hardship to implement. QM can be envisaged as a wedge that is employed in holding the gains that have been achieved along the qualifying the journey and alleviates good practices from slipping: The need for the study The significance of quality in the UAE servicing industry has tremendously grown in the recent years. Decision makers within the country have commenced to have trust that implementation of quality management systems is a vital source of competitive advantage for all businesses, including healthcare providers within the UAE. Sheikh Mohammed Al Maktoum the ruler of Dubai introduced quality management within the region. He suggested that the competitiveness of UAE firms against other world class standards via approving quality systems is of critical requirements for the achieving the nation’s objectives and hence contributing to the local economy. Therefore, various state awards have been instituted to recognize agencies and business organizations that have attained high quality and efficiency levels in the economic industry. Adopting of quality systems and within the healthcare system is of great importance aiming at transforming the business atmosphere and practices within the country. The healthcare sector comprises of a vital business area which be a facet of adopting such systems to promote quality and patient safety. It is significant for organizations embarking on a QM venture to comprehend the factors affiliated with the execution process. Through realizing the ability of such factors, the healthcare sector will be in a deserving foundation to anticipate and unravel the tribulations that might or else hinder successful QM execution. Most healthcare organizations spend more time in planning the cultural aspect of implementing a QM program will facilitate their chances of successful execution. Execution of QM and JCI principles in hospitals indicates there is a gap in combating the factors affiliated with their successful implementation in the UAE hospitals. Thus QM focuses on the study of Department of Health and Medical Services (DOHMS), which runs publicly owned hospitals in the Emirates Dubai (Gray & Fazel, 2000). Out of the 147 hospitals that were accredited 56 were in the Middle East. Within the UAE 13 hospitals were accredited to suit the JCI standards. American Hospital Dubai was the first hospital to be accredited in 2000. UAE healthcare system The entense investement in healthcare in the UAE has so far been very significant since the exploitation of oil in the mid 1990’s. This provided an easy access to variuos kinds of medical care for the whole UAE population. The healthcare givers that deliver these services is inclussive of the ministry of health, army, Abu Dhabi Healthcare authority, DOHMS and the private sector. The nation healthcare services are free to all UAE citizens and at low rates to expatriates who are residents in the country (Dubai health, 2007). The political and the business fraternity within the UAE and generally in Dubai promote quality intiatives in all industries more so the healthcare sector as seen in the American Hospital Dubai. Through encouraging the implimentation of international principles in response to the drive to meet Dubai Government Excellence programme. The potential future of investing in the healthcare sector within the UAE is very high as it is evident in the Dubai 2006-2016 stategic plan. The country is progressively transitioning with an increase in population, at a yealy rate of 5.2% asserts (World bank, 2005) which has affected the poplation’s healthcare requirements. The Emirates of Dubai spends approxinately 17% of its healthcare budget allocations to treat the nationals outside the nation. Through improving the quality of healthcare system and meeting international guidelines may promote the confidence of the sorrounding community in utilising the lical services offered. JCI principles adopted by American Hospital Dubai The JCI principles were developed through the assistance of international task force and structured to accommodate the legal, religiuos and cultural factors within the UAE zone more so the assoiciated Hospital. This was intensified with an aim of meeting QM services in the healthcare sector. The principles hence focus on adaptability to local requirements of patient care and sefety. The principles are organised into functional chapters which are similar to all healthcare facilities within the UAE region. Furthermore, they are structured with an aim of promoting safe practises which targets at improvement of specific patient safety. The priniples highlight the challenging areas in the healthcare organisation American Hospital Dubai and describe remedies best on expertise consesus (JCI, 2003). JCI goals cover the following quarters: Proper identification of the patient Improve on effective communication Enhance the safety of high-alert medications Ensure correct procedure and correct patient surgery Mitigate the risks of healthcare affiliated infections Decrease the risk of patient harm as a result of falls Management Management of medication covers the system and the processes a firm employs in the provision of pharmacotherapy to its clients, alias patients. This is normally a multidisciplinary and collective effort by the subordinates of the organization through application of the principles of QM. This include: procuring, storing, ordering, administering, monitoring, prescribing, preparing and dispensing medical therapy. Effective sensitization within the organization commences with examination of the patient and family needs. The examination determines not only what needs to be learnt but how learning can best occur. Sensitization is most vital when it best suits the individual’s preferences, religious and cultural values JCI, (2003). Awareness is inclusive of what is required during the healthcare process and knowledge needed after the discharge occurs. Significance of executing QM The execution of QM within the American Hospital Dubai has impacted positively on the performance and the culture of the organization. Though there are few published reports concerning the benefits within the health sector. The achievement of voluntary accreditation within the healthcare unit has recognized the service payers of safety and sustainability of the aforementioned organization averts Ruiz & Simon (2004). Therefore, finding the suitable management system for the healthcare unit was of a high priority in order to progress patient safety and reduce the probability of medical errors. Ruiz & Simon (2004) further suggest that the during an extensive survey that was carried out in Hospitals within the UAE, showed that adoption of the principles of QM were coupled with benefits to the healthcare organization in areas such as medical error reduction, cost reduction and increased patient satisfaction. This for instance in the American Hospital Dubai has boosted the corporate image, improved customer satisfaction and quality awareness of their employees (Ishikawa, 1995). QM execution in the Healthcare Organization The JCI accreditation of hospitals began in the late 1990’s and the initial hospitals to gain accreditation were Isrealita Albert Einstein in Brazil which was outside the USA while in the UAE it was the American Hospital Dubai in 2000. This number has however, shot up to 146 in 2007 and reached highs of 197 in 2008 (JCI, 2008). The table below shows the number of accreditation so far obtained: As at 2007 the Middle East had 56 hospitals that had gained accreditation of which 13 of them were within the UAE, 7 public and others. Factors affecting QM execution Not all changes is improvement, however in order to improve change is necessary. When aims have been instituted and the information has been qualitatively and quantatively gathered the healthcare organization must take action. The organization should commit to progressive improvement of their processes through: reducing errors, and eliminating waste. Moreover the organization should been keen on overcoming barriers between disciplines, departments and organizations, on this case empower the staff to make vital and critical changes. Through building long-term ties between stakeholders in the organization is crucial in improving QM. Through the long term changes that have taken place within the healthcare sector have led to creation of long-term ties more intricate. Group purchasers that are both private and public have found it hard to accept the kind of cost escalation that has so far prevailed in the recent years. Health planners and providers are under vast pressure to contain costs. Therefore, competitive bidding and rebidding of presented contracts have become a key strategy in this attempt (Gray, 2000). Approach towards six sigma and its relevance Six sigma is a new approach that has been endorsed by most organisations worldwide as a complement of QM. It considers the execution of policies, which is then quantitated and further development and eradication of negative liabilities within the firm that is not QM oriented. The approach on this event entails five components which collectively promote total quality management. Those are: Define, Measure, Analyse, Improve and Control alias DMAIC. The approach is structured in such a way that to a large extent targets on a procedural elimination of problems within organisations Drago, (2002). The appraoch is apparently being employed as a remedy of organisational errors, hence innovation rationales. Through this various methodologies are employed to lure potential clients within the healthcare organisation and enables the client to be at ease concerning the firm’s goals. Firms such as the healthcare sector, hospitals are at a very positive base to execute such an approach, this means that through the client’s/ patients’ suggestions and mode of approval of the services offered. As a response on the patients’ approproval or conversely the firm is able to initiate proper strategies that will hence tackle the aforementioned problem. Therefore, procedural execution of the approach ensures the firm’s productivity, reduced health errors and promote customer satifation (Osada, 1991). The appraoch also promotes the progressive growth of the firm. The strategy hence aims at ensuring the firm pursues the right objectives that is promote quality healthcare services in this case. Consequently it integrates policies that are used as a basis of anlysis of the project, if the services are correctly disaminated towards sustainable goal achievement. Moreover, the progress os the firm will be subject to scrutiny as the approach offers a step by step growth of the organisation. The apparoach well structures mechanisms that will be engineered towards encouraging and enhance collectivism of the organisation towards archieving the organisational goals. Embracing further expertise and culturing of the emplyees the Healtcare unit is viabley able to attain its full potential (Osada, 1991). On the otherhand the application of six-sigma approach faces various challenges which inhibits some firms from embracing it. In order to realise the benefits of the approach the firms has to set long-term goals. However the process is also very expensive to initiate and is idealy meant for immense organisations. Vocational studies are a hard task as small organisations do not have the financial muscle and capability to undertake this veture (Osada, 1991). Osada (1991), suggests that quality within the firm is ensured in that it links financial significance and organisational goals. The Hospital stakeholders are able dialogue concerning the financial status of the organisation. The apparoch therefore ignores strategies that are less beneficial and endorse beneficial mechanisms. It offers the exucutive with quality devices meant to derive the quality out of the services that are offered within the hospital. It hence devolves the executive’s power and eradicate limitations to development. The apparoach on this event decreases prbable causes of disadvatages that may lead organisational triumph. The organisations that is American Hospital Dubai would endorse this approach for a qaulity oriented healthcare sector. Conclusion QM is a management approach that has a non-stop of quality improvement of products and services. This is achieved through unceasing quality development. It thus focuses on the provision of goods and services that posse’s high quality. The challenge that faces organizations (healthcare organizations) is to eradicate barriers to empowering its staff and foster a climate where all employees feel free to suggest innovations. Mostly employees who have ingenious ideas remain silent because they have a feeling that they will not be listened to. On this event the organization requires effective healthcare leaders who must find ways to engage the creativity of its employees hence promote QM. Healthcare organizations that have empowered their employees in use of their creativity have not only been successful in their projects but enjoyment among the staff. QM facilitates an organization in the achievement of goals and objectives that have been setout in its strategy. It hence provides a stability and satisfaction in terms of the methodology, material, and equipment. It interacts with all organizational activities beginning with the recognition of clients’ needs and ending with their satisfaction at every transaction interface. Bibliography Brown, J. (2006). The healthcare quality handbook, 21 st edn. JB Quality Solutions Inc. Brown, M. G. (1993). Why does total quality fail in two out of three tries. Journal of Journal of Quality and PartiCipation Vol.16 , No.2, pp.80-9. Cowan, C. C. (2004). National Healthcare expenditure . Healthcare Financing Review, Vol. 25. , No.4, pp.143-l66. Drago, J. (2002). Findings from The 2002 ICA VL Customer Survey. . ICAVL Newsletter December 2002 . Ishikawa, K. (1995). What is Total Quality Control? The Japanese Way. New York: Prentice hall, inc. Jagadeesh, R. (1999). 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