HQAA Blog

In the late 1970’s, FedEx, a multi-national conglomerate company which specialized in global delivery services launched an advertising campaign that became their mission statement and philosophy. “When it absolutely, positively has to be there overnight” appeared in their print ads, their television and radio commercials, and on flyers, and signage in their ubiquitous storefront counters. The statement encapsulated the messaging from FedEx: if you can’t afford a delay, use us. FedEx would describe the tagline as “more than a slogan—it was a promise that demanded trust”. FedEx grew meteorically through the late 1970’s and into the 1980’s. Their brand remains today and they are synonymous with not only global delivery, but e-commerce business solutions.

Topics: Billing, Ventilator Unit, Retail, Delivery, Oxygen, Customer Service, Business Practices, Equipment, DMEPOS

General Colin Powell once famously stated: “Organizational charts and fancy titles count for next to nothing”. Depending on the context or the situation, that may or may not be true. But with all due respect to General Powell, identifying certain titles and positions within your organization and pinning them on an accurate organizational chart is a necessary requirement and the basis of several accreditation standards. The standards require naming the actual persons and titles and reporting mechanism within your organizations.

Topics: HME Accreditation Requirements, Business Practices

A guy walks into a car dealership to buy a sporty import from Italy. The price tag is north of $100,000. The dealership says the car is coming from Italy and delivery can be in about 8 weeks. They take a sizeable down payment and order the car and do an admirable job of keeping the customer informed of the progress of the car’s journey from Northern Italy to the US and into the customer’s garage. There’s a slight delay, but the dealership keeps the customer informed and he’s happy to accept delivery of his dream car just over 9 weeks after the day he walked into the dealership.

Topics: Retail, Customer Service, Business Practices, Care Plan

Imagine you are either sitting down to hear a debriefing after your accreditation survey or opening up the report from your accreditation survey. In either/both cases, the surveyor or the accreditation agency will most likely be breaking down any areas of deficiency into issues requiring on site follow up or issues requiring written follow up. Different accrediting bodies call these categories by different names, but in all cases, they are essentially issues that you need another visit to clear or issues that can be cleared through some type of written follow up report.

Topics: Renewing Accreditation, HQAA Accreditation, Compliance, Business Practices, Surveys

A “contract” is defined as “an agreement between two parties that creates an obligation to perform or not perform a particular duty”. Organizations are sometimes taken aback when a surveyor asks them to see any contracts they have in place during the survey. Accreditation agencies are certainly not law firms nor are surveyors lawyers, but the contracts a DME organization has in place have relevance to the survey process and the quality standards.

Topics: Business Practices

When the ball dropped at the stroke of midnight January 1 this year, did you make any resolutions? Most people do—sometimes a new diet, an exercise program (January 1^st is traditionally the busiest day in a gym!), a more responsible financial plan, or some version of “be a better person” by saying something nice to a new person every day or trying to bestow a compliment on a stranger.

Topics: Employee Training, Billing, Showroom, Retail, Customer Service, Business Practices, Marketing, Equipment

I imagine it’s the same in other industries—December in DME can be a hectic, scatterbrained race to the finish. (“The finish” in this case being the end of the year). Financially speaking, it’s a time to try to maximize earnings and pad the bottom line, wrapping up billing cycles and completing tasks to prepare financially for the new year. Patient/customers that have met their deductible are anxious trying to consume healthcare before a new deductible cycle begins. December 31^st is the end of a quarter, the end of a month, and the end of the year and there’s two major holidays –Christmas and New Year to work around. Staff wants to spend time with their families. And of course, company holiday parties abound.

Topics: Employee Training, Personnel Files, Billing, HQAA Accreditation, Process Improvement, Materials Management, Showroom, Delivery, Warehouse, Customer Service, Disaster Preparedness, Emergencies, Business Practices, Infection Control, DMEPOS

DME owners and managers often cite quality improvement (QI) and/or performance improvement (PI) as one of the most difficult concepts to understand and one of the most difficult programs to implement within their businesses. And industry consultants and surveyors find the so-called QI Standards some of the most frequently cited standards for deficiencies and recommendations, and one of the areas in which they spend the most consultative time educating companies.

Topics: Quality Improvement, HME Accreditation Requirements, Process Improvement, Customer Service, Business Practices

Calendar year is a very predictable January 1-December 31 each year. With very few exceptions, this is “the year” and most folks say “Happy New Year” on January 1^st. The exception to that is in the world of business—where there are arcane and unusual, but well thought out, differences and exceptions.

Topics: Quality Improvement, Quality Standards, Process Improvement, Avoiding Deficiencies, Disaster Preparedness, Business Practices, Equipment

During that little pandemic thing we dealt with 2020-2022, our structure, processes, and even values changed in many ways. It can be argued that many of these changes made us stronger, more flexible, and more efficient. Think of things like teleconferencing for meetings, billers working from home, porch drop off deliveries, and virtual equipment set up/instruction. We, as an industry, were pretty resilient. Some of the changes however were generally perceived to be negatives. For instance: we lost in-person customer service skills. Good, bad, or indifferent, our industry adapted to these changes quickly. In some cases, it’s safe to say we’re never going back.

Topics: Employee Training, Quality Improvement, Process Improvement, Business Practices, Equipment