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Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Need the answer for the question page of the quality case study 

"Falls church general hospital"

 

FALLS CHURCH GENERAL HOSPITAL Founded in 1968, the Falls Church General Hospital (FCGH) is a privately-owned, 615-patient bed facility in the incorporated township ates of Falls Church, Virginia. Falls Church is four miles from downtown Washington, D.C., and is surrounded by the counties of Arlington, Fairfax, and Alexandria, Virginia, all affluent urban/suburban communities with a highly-educated population composed largely of employees of the U.S. government and high-tech engineering firms. Falls Church General Hospital, with 895 employees, provides a broad range of health care services, including drug/alcohol abuse wards, emergency rooms, x-ray and laboratory facilities, maternity wards, intensive- and cardiac-care units, and outpatient facilities. In January 1990, the hospital began a series of ads in The Washington Post highlighting its concerned doctors and nurses, its friendly support staff, and its overall philosophy that its employees care about their work and their patients. The Issue of Assessing Quality Healthcare Quality healthcare is a goal all hospitals profess, but few have developed comprehensive and scientific means of asking customers to judge the quality of care they receive. A tremendous amount of effort has been devoted to assessing the clinical quality of hospital care; books, journals, and papers on the topic abound. The problem, however, is that past efforts to measure hospital quality have largely ignored the perceptions of customers--the patients, physicians, and payers. Instead of formally considering customer judgments of quality, the healthcare industry has focused almost entirely on internal quality assessments made by the health professionals who operate the system. In effect, a system for improving healthcare has been created that all but ignores the voice of the customer. The board of FCGH believes that all hospitals need to make the transformation from the current. practice of attempting to ensure quality to measuring and improving the quality of care from both the external, customer perspective and the internal, provider perspective. Fueled by concerns in recent years about costs and medical practice variation and by the demand for greater social accountability, there is
Transcribed Image Text:FALLS CHURCH GENERAL HOSPITAL Founded in 1968, the Falls Church General Hospital (FCGH) is a privately-owned, 615-patient bed facility in the incorporated township ates of Falls Church, Virginia. Falls Church is four miles from downtown Washington, D.C., and is surrounded by the counties of Arlington, Fairfax, and Alexandria, Virginia, all affluent urban/suburban communities with a highly-educated population composed largely of employees of the U.S. government and high-tech engineering firms. Falls Church General Hospital, with 895 employees, provides a broad range of health care services, including drug/alcohol abuse wards, emergency rooms, x-ray and laboratory facilities, maternity wards, intensive- and cardiac-care units, and outpatient facilities. In January 1990, the hospital began a series of ads in The Washington Post highlighting its concerned doctors and nurses, its friendly support staff, and its overall philosophy that its employees care about their work and their patients. The Issue of Assessing Quality Healthcare Quality healthcare is a goal all hospitals profess, but few have developed comprehensive and scientific means of asking customers to judge the quality of care they receive. A tremendous amount of effort has been devoted to assessing the clinical quality of hospital care; books, journals, and papers on the topic abound. The problem, however, is that past efforts to measure hospital quality have largely ignored the perceptions of customers--the patients, physicians, and payers. Instead of formally considering customer judgments of quality, the healthcare industry has focused almost entirely on internal quality assessments made by the health professionals who operate the system. In effect, a system for improving healthcare has been created that all but ignores the voice of the customer. The board of FCGH believes that all hospitals need to make the transformation from the current. practice of attempting to ensure quality to measuring and improving the quality of care from both the external, customer perspective and the internal, provider perspective. Fueled by concerns in recent years about costs and medical practice variation and by the demand for greater social accountability, there is
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