Deming’s “PDSA” Cycle in the Lehigh Valley Hospital

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Table of Contents

Introduction
Main body
Conclusion
Work cited

Introduction

The dream of all health centers and hospitals is to attain and establish an efficient patient care, eliminate any sort of medical errors alongside improving patient safety. In order to achieve these targets, there should be laid strategies which should incorporate all members of the hospital. In the case of Lehigh valley hospital, Edwards Deming model was adopted in the endeavors of attaining improvements in the health care. This is one of the best models in realizing improvements in the health care along with bother institutions. In regard to this paper, a complex analysis of the incorporation of Deming’s “PDSA” cycle in the improvement procedure in the Lehigh Valley hospital will be addressed (Robinson, 87-94).

Main body

After keenly going through the current situation in Lehigh hospital; the conditions best suits the Deming model in the process of attaining excellence. A serious crisis was discovered in the outpatient surgical unit and surgical procedures. This calls for urgent measures in reducing the delays and establishing sufficient patient preparation. In relation to the Deming model, the improvement procedures are stipulated in a 4 stage process. For results to be realized in the quality improvement process, all the phases of the model should be keenly followed (Deming, 28-43).

Firstly, the Deming cycle has four stages which include; plan, do, study, and act. The four phase model is a continuous improvement process which ensures that the health care sector realizes Excellency in their operation. In the case of Lehigh valley, the hospital employees and management should plan prior to change and be able to predict the outcomes. Based on the Lehigh Valley situation, the problem has already been realized which involves delay in the outpatient surgical procedures. With this information, planning should be done on the causes of the crisis, design on reliable measuring tools, execute the action plan and later evaluate the results. If this first phase is efficiently carried out, Lehigh valley will be in the correct course of realizing quality improvement in its operations (Robinson, 87-94).

The second stage of this model is doing; whereby it involves execution of the stipulated plan. In this stage, the action involves disintegrating the whole process into small and manageable steps. This will ensure efficiency and effectiveness of the process. At this stage, the employees and management can be divided into subcommittees which are assigned particular tasks. In this perspective, accountability and efficiency of the members will be established alongside success of the whole process (Deming, 28-43).

Thirdly, the management and staff of Lehigh Valley should study and examine the results of the quality improvement procedure. At this phase, the efficiency and viability of the action plan as well as the role s of each member will be considered. This will help in recognizing areas of weakness and thus give credible information which can help in making necessary improvements (Robinson, 87-94).

The other step stipulated in the Deming cycle is Action; this is the working on the analysis of the study of the process. This involves taking appropriate action in standardizing and making necessary improvements to the process. This phase is necessitated by information and analysis of the third stage. It should be noted that, all the phases are overlapping and complementing thus no stage should be skipped in order to arrive at success (Deming, 28-43).

Conclusion

It is with no doubt that the Deming cycle is one of the best models in making quality improvements in health care. Further, there is need for adherence to all the stages in order to achieve the required results.

Work cited

Deming, Edwards. “Out of the Crisis. Massachusetts Institute of Technology Center for Advanced Engineering Study.” Cambridge, Massachusetts. (1986): 28-43.

Robinson, Partni. “Master the Steps to Performance Improvement. Nursing Management. Chicago.” Lehigh Valley Publishing Press. (2004): 87-94.

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Deming’s “PDSA” Cycle in the Lehigh Valley Hospital

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