FOCUS- PDCA

Introduction

This is a management tool common in the health care sector. It upgrades or improves procedures and came into existence after Hospital Corporation in America invented it for the purposes of conducting systematic processes. More so, through FOCUS- PDCA, information of the usefulness of a procedure and its viability is accessible. In turn, details availed by the system can inform on decision-making and whether a certain procedure meets the needs or expectations of certain people. Further, the management tool can help in planning and executing changes based on viable evidence. Although made for the medical industry, its use is applicable in other organizations.

An example of a FOCUS- PDCA

In a children’s hospital in Tehran, FOCUS- PDCA was useful in improving quality of programs at the medical center. Health care services and processes in developing countries are normally in a sorry state. Therefore, there is a need to use a good management tool such as the FOCUS- PDCA to bring about desired change. The structure and principles that accompany FOCUS- PDCA are able to modify nature of services (Buchbinder, 2012).

Tehran medical university was in charge of implementation of the quality improvement project through FOCUS- PDCA models of management. The main aim of Tehran University is to provide quality service hence the implementation took place at one of Tehran’s units. The children’s unit stood out as a suitable candidate for the quality improvement project as it gives out specialized treatment unlike the rest of the units that only offer general services (Buchbinder, 2012).

 

Intervention

The FOCUS component plays the role of recognizing the section that needs an upgrade, and then brings about variables that will result in improvement and offer a number of clever solutions to challenges. On the other hand, PDCA component identifies an actionable solution to the challenge identified by FOCUS component. In addition, PDCA changes the environment so that improvement is possible within the system (Ferrell, Coyle, & Paice, 2015).

The Tehran University chose FOCUS PDCA because it works well under complex circumstances that allow numerous tasks to take place. The system does not need prior technical skills even when facilitating complex scientific procedures. Secondly, more people can operate on the system thus bringing surplus expertise within the system. Third, the system is easy to operate and learn as it has an infrastructure that that guides through the entire upgrade of the project (Ferrell, Coyle, & Paice, 2015).

In order to establish a FOCUS PDCA, for quality progression, setting up training workshops is one of the first steps. A workshop informs the staff on what they should expect when the project begins. In addition, consultations and facilitating the workshops ensures that everybody has the basic information on the entire project. Apart from the two activities mentioned, above, practical demonstrations through a nine-month period acquaint are vital in normalizing the transformation process (Ferrell, Coyle, & Paice, 2015).

 Components

The first component of the project was to identify a procedure that needs upgrading. In the case of Tehran University, it is the medical services offered at the children’s unit. The medical services do not meet the goals and needs of the young patients. Thus, the aim of FOCUS PDCA is to improve the medical processes that bring about medical services. By doing so, they will align medical services with the needs and goals of the young patients. The expectations of the project are to align the medical processes together with the intended needs of the patients (Sower, Duffy, & Kohers, 2008).

The second component is to organize a team, which is ready to come up with a workable strategy   and carry out an immediate plan. The team members should have information on how the system works. This information will enable team members learn faster and adapt early. However, the system does not need professionals or specialists for it to succeed and operate. In fact, people who will drive the process will need to form part of the team members. Thus, anybody whose duties relate to the project needs to form part of the team (Sower, Duffy, & Kohers, 2008).

Clarifying the process by asking questions, gives team leaders insight on how well the team members understand the project and its abilities’ functions to bring about quality improvements. This component allows a team leader or administrator to gather data on the FOCUS PDCA. Physical measures can apply as a way of gathering data on how well the team members know the project they are about to implement. Who, where, when and how should be some of the questions asked to people who will operate the process (Sower, Duffy, & Kohers, 2008).

The last component before implementation is to understand variables of the improvement project so that they do not disrupt the normal flow of regular activities at a hospital. Some variations are acceptable but some may signal failure of the new system. Thus, it is good to understand all the variables that come with the new system (Buchbinder, 2012).

In summary, the FOCUS PDCA concept centers on upgrading processes. By identifying a perceived challenge, intervention based on FOCUS- PDCA procedures sets up a series of steps to alter the process and initiate renovation. Tehran University is an example of an institution that used FOCUS PDSCA to bring about quality medical services to the children’s unit of the hospital.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

 

Buchbinder, S. B. (2012). Introduction to health care management. Burlington, Mass: Jones et Bartlett Learning.

Ferrell, B. R., Coyle, N., & Paice, J. A. (2015). Oxford textbook of palliative nursing. Oxford: Oxford University Press.

Sower, V. E., Duffy, J. A., & Kohers, G. (2008). Benchmarking for hospitals: Achieving best-in-class performance without having to reinvent the wheel. Milwaukee, Wis: ASQ Quality Press.