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Using Visual and Narrative Methods to Achieve Fair Process in Clinical Care

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Published on: February 16, 2011

[Process optimisation in hospitals: from process to business organisation].

Maria Eberlein-Gonska¹

¹Zentralbereich Qualitätsmanagement, Universitätsklinikum Carl Gustav Carus an der Technischen Universität Dresden. maria.eberlein-gonska@uniklinikum-dresden.de

Zeitschrift Fur Evidenz, Fortbildung Und Qualitat Im Gesundheitswesen

|October 19, 2010

Summary

Quality management emphasizes prevention, requiring customer and process orientation. A case study at Carl Gustav Carus University Hospital shows process changes fostering cooperation and sustainability in healthcare organizations.

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Area of Science:

Healthcare Management
Quality Improvement
Organizational Development

Context:

Implementing a prevention-oriented quality management strategy is crucial for healthcare organizations.
Developing a sustainable business organization requires integrating medical, economic, and architectural considerations.
A case study at Carl Gustav Carus University Hospital's Diagnostic Centre illustrates these principles in practice.

Purpose:

To demonstrate the importance of prevention in quality management.
To outline the criteria for developing a feasible and sustainable business organization in a hospital setting.
To showcase how process optimization can lead to improved resource utilization and interdepartmental cooperation.

Summary:

The study highlights prevention as a key element of quality management, necessitating customer and process orientation.
It details the development of a sustainable business organization for a new hospital diagnostic center, focusing on space planning, resource allocation, and target processes.
The case study illustrates how defining and implementing target processes can lead to cultural change, replacing competition with cooperation.

Impact:

Successful translation of strategic ideas into practice, particularly sustainability, is vital for management success in healthcare.
Management support, a formal project framework, and defined indicators are essential for implementing organizational changes.
The Diagnostic Centre's experience suggests that process re-engineering can foster a collaborative culture and enhance operational efficiency.