DRIVING QUALITY THROUGH HOSHIN PLANNING

Background: Hoshin planning, which enables organizations to allocate r esources to important improvement opportunities to achieve significant results from a continuous quality improvement (CQI) program, was impl emented in 1994 at a 160-bed community-based, residential psychiatric center. Implementation: The management team identified 15 key function s of care and surveyed customers to determine the most important and l east satisfactory functions. On the basis of these and other survey da ta, the team then identified the three top areas for improvement. One of these was admissions, which was low in customer satisfaction and wh ich affected the performance of other functions. Staff input on improv ement needs for each of these areas was collected, and teams were empo wered to address process improvements. For example, a systemwide team was formed to decrease the time it took to complete an admission to th e treatment center. Review of progress: The one-year assessment, which included resurvey of customers, showed that the admissions process wa s shorter, treatment planning was rescheduled to maximize staff and co nsumer (patient) input, and treatment units were addressing safety con cerns. Conclusions: The Hoshin planning process allowed the organizati on to target resources, involve employees, and achieve significant res ults visible to its consumers. This process and the quality improvemen t process should be integrated from the beginning.