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Janet H. Davis Helene DesRuisseaux Judy Coy

Key Strategies to Maximize Quality Performance in Your Compliance Program. Janet H. Davis Helene DesRuisseaux Judy Coy. Highlights. Quality performance strategies from business Specific quality techniques for hospital and physician practices

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Janet H. Davis Helene DesRuisseaux Judy Coy

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  1. Key Strategies to Maximize Quality Performance in Your Compliance Program Janet H. DavisHelene DesRuisseauxJudy Coy

  2. Highlights • Quality performance strategies from business • Specific quality techniques for hospital and physician practices • Implications for your compliance programs

  3. W. Edwards Deming • THE QUALITY OBJECTIVE • Getting the job done right the first time through • pride in craftsmanship, • excellent training and • an unwillingness to tolerate delay, defects and mistakes

  4. Key Quality Principles • Customer Focus • Employee Involvement • Benchmarking

  5. Customer Service • Every activity should be analyzed to determine if it contributes to meeting customer needs and expectations

  6. Employee participation is the cornerstone of process improvement Ensure that all employees understand their efforts in quality Quality Improvement Teams Quality Circles Employee Involvement

  7. Unique Employees • Professional model • High quality work is an inculcated value • Professional peer review

  8. Benchmarking • Takes a measurement against a reference point

  9. In 1979 first successfully implemented at Xerox Corporation Evaluate your operations, products, service Identify weaknesses Find the “gold medalists” and follow their leads The Benchmarking Process

  10. The Gold Medalists • Agency for Healthcare Research and Quality Online www.ahcpr.gov • American Society of Quality www.asq.org • Baldridge National Quality Program www.quality.nist.gov

  11. Successful Benchmarking • Wholehearted commitment • Resources including time and money • Solid understanding of your operations • Share information with partners • Integration to set new goals and standards • Dedication to continuous improvement

  12. Middle management unsure of role Teams tackle insignificant problems with insufficient support Results of QI not shared broadly Pace of improvement glacially slow Lack of feedback and rewards for efforts Major Barriers

  13. Quality Processes • Visit Your Mission Statement • Visit Your Vision Statement • Do They Reflect? Valuing People Measuring Effectiveness Understanding Stakeholder Needs

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