In any hospital and other health institution across the world, their mission as to concentrate on providing up-to-date and quality health services to their clients and the same case applies to memorial hospital. It should work at giving reliable health services that will improve the quality of healthcare in the environment in which they operate (Carman et al., 2013). The first method in which the hospital should use to measure the quality of services it offers is by first undertaking a survey to determine if it is satisfying the needs of its staff and patients through addressing their complains, empowering the staffs and check whether it is giving patients the health care and health education they need to live a healthy lifestyle and prevent diseases. This will inform the management of the memorial hospital on the requires, needs and wants of the patient. (Chilingerian et al., 2011). Secondly, memorial hospital can check quality through feedbacks and achievements it has gained and compared it with the planned goals or objectives (Mark et al., 2013). If the results are positive then the hospital is doing according to manifesto.
As memorial hospital strives to pride of quality health services, It bound to incur some cost which are associated with the daily operations of the hospital, cost on the training of the new staffs and the administrations cost which cater for meeting expenses. (Mark et al., 2013). This cost can be measured by looking at the quality of the services rendered to the clients, skilled mastered by the employees and the number of procedures performed on a daily basis. Secondly, the memorial hospital can also incur appraisal cost which result from implementation of operations, quality control measure and assessment of the workers. This cost can be measured by checking how many quality controls techniques memorial hospital has put in place and the performance of the employees. This process also check the failures of the employees and the resources which are lack in the hospital (Mark et al., 2013).
Janice should borrow techniques from the TQM since they will help in provision of quality health services. The fist method it should borrow is by listening to the voice of the customers. It is through this that the hospital will get to know what the customers want and how they want it done. The hospital can undertake this by forming customer focus groups and get their views and suggestions. Secondly, the hospital should come up with the mechanism and policy of that the burden of ensuring that the quality control measures have succeeded lies with everybody in the hospital; from the CEO to the person who sweeps the corridors. Lastly, the hospital can encourage the use of team works in doing work. Groups have been proven to deliver positive results since they contain diverged opinions and solving problems become so easy (Carman et al., 2013)
Conclusively, for quality to be upheld by the company stakeholders, it should come up with mechanisms of assessing the quality of its services it delivers. The hospital should look at how reliable are its services, that is, whether they are providing it on time, accurately and whether they meet the needs of their patients and their families. The hospital should also check the level of responsiveness and willingness of its employees to meet the needs of its customers. The employees should be willing and ready at any time to be at the job and treat patients. Additionally, as a matter of fact we cannot talk of quality services if we don’t have the right and quality tools for work. Therefore the hospital should assess whether it has equipments for work. Lastly the quality of health can be assessed by the ability of its employees to show trust in their work.
World Health Organization. (2003). How can hospital performance be measured and monitored? Retrieved from http://www.euro.who.int/__data/assets/pdf_file/0009/74718/E82975.pdf
Carman, K. L., Dardess, P., Maurer, M., Sofaer, S., Adams, K., Bechtel, C., & Sweeney, J. (2013). Patient and family engagement: a framework for understanding the elements and developing interventions and policies. Health Affairs, 32(2), 223-231.
Chilingerian, J. A., & Sherman, H. D. (2011). Health-care applications: from hospitals to physicians, from productive efficiency to quality frontiers. InHandbook on data envelopment analysis (pp. 445-493). Springer US.
Mark A. Vonderembse, & Gregory P. White. (2013). Operations Management. 13500 Evening Creek Drive North, Suite 600, San Diego, CA 92128.: Bridgepoint Education, Inc.