The Red Cross Hospital Project Management

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Introduction
Discussion of Six-Sigma
Discussion of the Issues at Red Cross Hospital
How Six-Sigma Created Value at Red Cross Hospital
How the Value Realized At Red Cross Hospital Translate to PPD Organization
Summary
References

Introduction

There are significant reforms within the health care sector. These reforms are notable globally. Several service delivery points, including hospitals continue to transform their systems. The fundamental aim of these strategies is to remain relevant and competitive within the entire industry. The six-sigma approach is a strategic management system that has been applied by most organizations (Pande, Neuman & Cavanagh, 2002). This paper analyses the concept of the six-sigma approach. It also highlights some of the issues management and operational issues observed within the Red Cross Hospital. Furthermore, there is a critical examination of the significance and value of the implantation of the six-sigma strategy in this hospital. Finally, it correlates the value to the likelihood of solution of management and operational challenges eminent within PPD the organization.

Discussion of Six-Sigma

There are various reasons why organizations tend to adopt transformative management approaches. Some of these reasons include increased competition and technological applications. Employees also associate with competitive organizations that focus on their general welfare. Observably, hiring and operational costs have escalated to significant levels due to these effects. The six-sigma focuses on quality improvement and effective service delivery (Stamatis, 2004). The six-sigma is a core tool in strategic management. It aims at quality improvement and focuses on leaner and sustainable projects. There are core divisions within this quality model. Each of these symbolizes different tenets applied in transformative processes. Some of the critical issues considered under this model include quality assurance, transparent systems and evidence- based management. However, there are other several concepts within the approach. Organizations have recognized the need to apply this system. The Red Cross Hospital is one of such organizations.

Discussion of the Issues at Red Cross Hospital

The Red Cross hospital majorly provided great focus to the concept of quality assurance for a long period. As a result, the organization could not realize the benefits associated with the six-sigma approach for project management. Evidently, the hospital encountered several challenges before implementing this concept through an external consultant (Jaap, Does & Bisgaard, 2012). However, it is important to note the capacity of the management to identify the crucial need of implementing the six-sigma system within its operations. There were different challenges. For instance, the project objectives never resonated appropriately with the overall strategic goals. Additionally, the management lacked logical strategies for determining the appropriateness of projects. These also included any contribution to every long term processes. Notably, the organization also lacked a consistent procedure applicable in the determination of cost effectiveness of all projects.

Indicatively, it was also difficult to initiate decision-making. Various assumptions on quality care took center stage and the management could not access any prospective saving from other projects. There existed poor systems for validating project information. Therefore, monitoring and evaluation systems were impaired, making the management to navigate blindly. Frustrations emerged due to lack of a consistent project management framework. Moreover, most implementation initiatives were characterized by time wasting due to lack of operational guidelines (Jaap, Does & Bisgaard, 2012). Employee training on issues of project management was paralyzed and characterized by poor results. There existed the challenge of double engagement of employees. It was realized that most employees undertook their personal roles and those within different projects. This practice lowered the level of quality service. These challenges persisted for a long duration due to poor management systems. Despite the high initial costs associated with the six-sigma, the hospital had to implement it in order to transform its system.

How Six-Sigma Created Value at Red Cross Hospital

There are different ways in which the six-sigma created value at the Red Cross hospital. Generally, the approach integrated several quality management instruments. These assisted to solve the potential challenges within the hospital. The system enabled the hospital to consider efficiency and sustainability factors during project initiation (Jaap, Does & Bisgaard, 2012). Furthermore, the management of these projects complied strictly with the five definite phases. The completion of every phase within the methodology followed a particular and standardized sequence of activities. It was now possible to monitor and evaluate all activities undertaken within different departments in the hospital. This process was accomplished through a standardized and matrix system.

The six–sigma enabled the management to assign distinct roles and responsibilities to every employee within the organization. This was achieved through the application of different color symbols. Evidently, these definite roles made the organization to cut its unit costs and increase the level of service delivery to its potential clients. Training and capacity building of various workers became easy. It is also notable that there was an explicit system of communication and feedback within different strata of the organization (Jacowski, 2008). Through critical improvements on fundamental managerial tools and techniques, the organization was able to leverage its overall performance. Effective systems for conducting performance appraisal for employees and within different departments were also attained. Generally, it is manifest that the system provided a unique advantage to the organization.

How the Value Realized At Red Cross Hospital Translate to PPD Organization

The value realized at the hospital has a lot of significance to the PPD organization. Being a budding organization focused on clinical research, there are many lessons to be derived from the application of six-sigma approach. PPD organization must recognize the significance of aligning its operations to the standards outlined within the six-sigma system (Harmon, 2003). This is crucial for all organizations dealing within the health care sector. PPD needs to develop proper systems and install various operational guidelines prior to the adaptation of the system. Some of the vital considerations that must be made include changes in the philosophy, project management frameworks and definite roles for staff. Moreover, tools and instruments for implementation are critical and must be put in place.

In general, there must be a well-defined interconnections and feedback systems within the PPD organization. As a clinical research associate, (CRA) one of the most important roles will be to help in the integration of the six-sigma within the relevant departments. As indicated in the case of Red Cross hospital supervision, monitoring and evaluation will be important components of this integration process. All standards of operations within the clinical departments will be realigned. This must be according to the requirements outlined within the six-sigma scheme (Mital & Pennathur, 2010). These might also include the safety measures, reporting conditions and data management.

Summary

The general observation is that organizations benefit from the application of six-sigma principles. However, this benefit is accomplished after all the required and relevant measures are integrated within the entire organization. Many resources must be channeled for this transformative process. Additionally, it is crucial for the management to ensure maximum level of employee engagement and support.

References

Harmon, P. (2003). Business process change: A manager’s guide to improving, redesigning, and automating processes. Amsterdam: M. Kaufmann.

Jaap, v., Does, R. & Bisgaard, S. (2012). Dutch Hospital Implements Six Sigma. Trade Journals, Business And Economics–Production of Goods And Services, 2 (4), 11-14.

Jacowski, T. (2008). Integrating Project Management Into a Six Sigma System. Web.

Mital, A. & Pennathur, A. (2010). Industrial resource utilization and productivity: Understanding the linkages. New York: Momentum Press.

Pande, P. S., Neuman, R. P. & Cavanagh, R. R. (2002). The Six Sigma way team fieldbook: An implementation guide for project improvement teams. New York; Toronto: McGraw-Hill.

Stamatis, D. H. (2004). Six Sigma fundamentals: A complete guide to the system, methods and tools. New York, N.Y: Productivity Press.

Click Here To Order Now!