Answer No. 1Worcestershire Acute Hospital NHS Trust established in April 2000 which provides health care’s service in Worcestershire and the neighboring countries around 58000 people. When I was conducting an investigation as an investigation officer found that several incapability and insurgency are inherently related to the hospital.Problems:By using Maxwell’s dimensions of service quality, the problems are addressed:Access: The trust provides various services such as non-elective, elective, surgical, medical, women’s, children’s diagnostic services as delay and violated the national institute of the health care Excellence guideline. The safety and response to patients was inadequate for the all sites, according to rating 2018.Major problems of assessment were the outcomes of patients were not routinely collected, monitored and analyzed.Relevance: The well-led condition of all departments was inadequate except Evesham Community Hospital departments. Overall the Trust has 1843 nursing staff, but most of them had not adequate knowledge, skill, training and experience. So their service quality is too low.Equity: The local people did not get better care than others. The hospital could not access the service quickly and some operation is cancelled or some were not treated within 28 days on average in surgery sector. The trust was not providing the equal service to all people. So equality of all patients is not maintained.Effectiveness: Except Evesham Community Hospital cites, the effectiveness of other sites are inadequate and overall performance is inadequate. The hospital could not identify the risk and may not take proper action. Although manager investigated some incident, but result of research was not to share with other sites. On the other hand overall scenario of ineffectiveness was not analytical.Acceptability: There was no security and little protection for patients being considered on trolleys in the sections of the emerging divisions at Worcestershire Royal Hospital and the Alexandra Hospital. The patients were all over holding up by external passages in cool conditions or out of staff see. Overall when the patients were waiting a long period, the acceptability of the trust reduced.Efficiency and Economy: The patients are waiting for 52 weeks was not an efficient manner to conduct a business. In July 2017, the trust uncovered that 8,376 patients had not gotten a consequent ophthalmology course of action as a result of an alteration in the leave plan tolerant follow up game plan data was assembled. It reliably neglected to meet the 93% operational standard for individuals being seen by an authority inside about fourteen days of a critical GP referral, From 3rd quarter 2016-17 to 2nd quater2017-2018.Overall it was said that the economic performance of the hospital was inefficient. Answer No. 2The trust has 1843 nursing staff and 2485 other staff. The certain portion of nurses is much more efficient and delivery of services effectively. If the rest portion of the nurse would be trained, they will be productive and much more service to the patient.Analysis and Conclusion:Strengthen customer servicing skills: The capable and competent staff can work hard and reduce the time of waiting. They can access the service when the patients need. By improving the monitoring quality, the staff can identify the patient situation and report it quickly. Customer service will increase in surgery, urgent and emergency services, critical care, maternity and service for children and young people. Staffs can reduce their service time interval from 18 weeks to 1 day by efficient effort and record of patients care and treatment.Improve customer interactions: The efficient staff tries to interact with customers and their needs. They try to create images to the patient that they follow the national health codes. The staffs clean the equipment and bed so that the infection may not happen. The privacy of diseases, high quality medicine and fresh food also attract to the patient.Managing customer expectations: Understanding the need of the patient and fill-up their expectation is a most challenging fact to staff. The emergency department’s staff can access the service to pain relief and provided demonstrative support to minimize pain.Mutual understanding among staff: there is a communication gap among the staff and doctors. If the staff and doctor work mutually to benefit for patients, 90% efficiency will be achieved.Feedback from patients: Feedback from the satisfied or unsatisfied patients sanctions that staffs treated them healthy and kindness. About 5800 patients are serviced by staff, so all patients may not be satisfied. So Investigator can conduct a research how many patients are not satisfied and find out the reason behind of lacks. The proper findings enhance the quality of staff and provide better service.The staff has to deep insight to the service improvement and it is possible for them. They have to identify lacking’s and always try to improvements. The Government’s role is placed here and every staff must follow it so that the service quality can improve. Answer No. 3Benchmarking:A method of measuring the quality of an organization’s performance related to its strategy and short, long term policy. In other words, we can say that it is the process that enables us to compare our firm’s performance with other firms’ performance in same industry. It can be borne against process and product.According (Fitzsimmons et al., 2014), Benchmarking is the system of comparing one’s own firms’ performance to other “best “firm in that industry.Cortada (1995) point out in his book that it is a process of improving own performance by taking knowledge from others better performing firmsReason of using Benchmarking:1. Find out the weak sector that needs to improve2. Compare with others good companies and find out a way how to they develop their own performance.3. Utilize date and information to do betterThe NHS can use 4 major types of benchmarking to develop their existing problem:1. Internal Benchmarking:It takes place between or among departments or divisions within that hospital. To measure the performance of different drenches performance it is useful. As an investigation officer, I want to know the overall satisfaction of patient who come here. In that monitoring process will be transparent and accurate. However, one can use software to consistently monitor the practice and I can show, a monthly report highlighting the result.2. Completive Benchmarking:Here I make a direct comparison with other firms. In the same geographical location Worcestershire Acute Hospitals NHS Trust needs to be sure that other hospitals are not doing better than the NHS. The NHS can collect data from other hospital to judge its own service.3. Functional Benchmarking:This is the method to compare the NHS with firms of another industry that run a similar type of service. It may become a passion of average collection period, system availability, ect. Although it is not very effective.4. Generic Benchmarking: It is the process of new thinking for our hospital can use the dataset to drive to our hospital. For example Worcestershire Acute Hospitals NHS Trust can compare the admission rate with another hospital.The possible positive impact Benchmarking on Worcestershire Acute Hospitals NHS Trust can beFind the weak point and take action to solve it.Ensure that local resources are used in the best way.Develop a permanent system to get a bed on ward rapidly.The awareness of improving privacy of patient while examining will rise.The possible negative impact of Benchmarking on Worcestershire Acute Hospitals NHS Trust can beConflict between internal and external benchmarking.It creates resistance to change.It may demotivate innovation.The possibility of complacency. Finally, I can say that the Trust will be greatly be benefited by using Benchmarking method and it can accelerate its existing problem solving activities. ReferencesAhrq.gov. (2018). The Six Domains of Health Care Quality | Agency for Healthcare Research & Quality. [Online] Available at: https://www.ahrq.gov/professionals/quality-patient-safety/talkingquality/create/sixdomains.html [Accessed 10 Dec. 2018].Bell, R. and Knuich, M. (2017). How to Use Patient Satisfaction Data to Improve Healthcare Quality. Journal for Healthcare Quality, 23(4), p.45.Bordoloi, S., Fitzsimmons, M. and Fitzsimmons, J. (2017). Service management. New York: McGraw-Hill.Cheney, S. (2015). Benchmarking. Alexandria, Va.: ASTD.ClearPoint Strategy. (2018). 4 Types Of Benchmarking In Healthcare (& The Benefits Of Each). [online] Available at: https://www.clearpointstrategy.com/4-types-of-benchmarking-in-healthcare-benefits-of-each/ [Accessed 10 Dec. 2018].Cortada, J. (2015). Commercial applications of the digital computer in American corporations, 1945-1995. IEEE Annals of the History of Computing, 18(2), pp.18-29.Nigel Huddleston. (2018). Improvements in Worcestershire Acute Hospitals NHS Trust. [online] Available at: https://www.nigelhuddleston.com/news/improvements-worcestershire-acute-hospitals-nhs-trust [Accessed 10 Dec. 2018].Peak, T. and Sinclair, S. (2016). Using Customer Satisfaction Surveys to Improve Quality of Care in Nursing Homes. Health & Social Work, 27(1), pp.75-79.SurveyMonkey. (2018). 6 Keys to Improving Your Team’s Customer Service Skills | SurveyMonkey. [online] Available at: https://www.surveymonkey.com/mp/6-keys-improving-teams-customer-service-skills/ [Accessed 10 Dec. 2018].Xerox.com. (2018). [online] Available at: https://www.xerox.com/downloads/usa/en/bpo/casestudies/bpo-casestudy-worcestershire-acute-hospitals.pdf [Accessed 10 Dec. 2018].
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