In all aspects of a person’s life, the first of the year affords an opportunity to “start fresh,” begin again, and resolve to improve. Every year, I humbly suggest all business owners and managers take a look at their organizations, take stock in what they’ve accomplished, consider opportunities for improvement, and resolve to make the next year better than the last one.
Nobody wants to have a customer complain about any aspect of their business. Complaints are negative feedback, indicative of an unhappy customer, and generally a bad thing. They can be harsh or mild, constructive or destructive, fair or unfair, deserved or not deserved. But at the core of any customer complaint, there is feedback about a customer experience, or at least their perception of that experience. And this information and feedback can be a treasure trove of information to use to improve the customer experience, your internal processes, and how your organization does business.
Statistics vary, but a general rule of thumb is that 35-45% of all new employees will leave the company that hires them within two years. One piece of the data that is consistent is that the rule of thumb applies to all industries and sectors, high wage earners and workers making minimum wage, young and old, male and female. That statistic should stun managers, supervisors, and business owners and should serve as a “call to arms” encouraging companies to study how they hire and orient new employees to their jobs.
Many in the home medical equipment industry equate policy manuals to their accreditation inspections. And of course, these bulky tomes are certainly a large part of the accreditation and survey experience for every DME. Policy manuals serve as the road map for how work gets done within an organization, a set of rules for the organization, and the document that defines the structure, function, and philosophy of the organization. Let’s look at what a policy manual should contain and how it impacts not only accreditation, but also the overall day-to-day operation of an organization.
Topics: Employee Training, HIPAA, Security, Personnel Files, Quality Improvement, Billing, Renewing Accreditation, Quality Standards, HQAA Accreditation, HME Accreditation Requirements, Patient File Requirements, Compliance, Patient Privacy, Clinical Practice Guidelines, Materials Management, Avoiding Deficiencies, CMS, Complaint Process, Quality Care, Showroom, Retail, Delivery, Clinical Respiratory Services, Oxygen, Warehouse, Safety Officer, Competence, Customer Service, Disaster Preparedness, Emergencies, Business Practices, Marketing
Topics: Quality, Employee Training, HIPAA, Personnel Files, Quality Improvement, Billing, Quality Standards, Patient File Requirements, Compliance, Patient Privacy, Process Improvement, Materials Management, Avoiding Deficiencies, Showroom, Retail, Delivery, Warehouse, Safety Officer
Quality improvement (QI) is often cited by owners and managers as one of the most difficult processes to understand. Programs are established and resources spent in an effort to maintain compliance in this area. Organizations report to surveyors that the process of maintaining their QI program can be cumbersome, time consuming, and useless.
Say the word “warehouse” and many people conjure up images of a dark, dusty, damp place with rows of equipment and boxes piled to the ceiling.
A home medical equipment company’s warehouse certainly can be the source of problems, deficiencies with standards, safety hazards, and infection control issues. But with just a little planning, some elbow grease, and a bit of ongoing monitoring, you can turn your warehouse into a clean, safe, even pleasant environment that improves operational efficiencies and helps your employees do their job well.
When it comes to DME accreditation, surveyors receive multiple inquiries on an ongoing basis regarding how to monitor quality continuously and improve the performance of their organization.
Who is Anti-Quality?
I would dare say that in a room of 100 people not one would raise their hand in response to that question. We all want a “quality of life”. As consumers we all want quality products; quality in the foods we eat, in the goods we purchase, in the cars we drive. We may not consciously think, “I want to buy a can of quality vegetables”, but we sure do all want to believe that the vegetables are of a certain quality with a certain taste and processed with a high level of sanitation and safety. We all seek quality if not once but numerous times a day even if it isn’t a conscious thought.