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final exam




Benchmarking" is a measure of (Points: 2);Current performance compared to previous performance;Current performance;Current performance compared against a performance goal;Current performance compared to an exemplary organization;Question 2. 2. Graph used to display the frequency distribution of measurement data. (Points: 2);Scatter diagram;Pie chart;Histogram;Line graph;Question 3. 3. You've been asked by the medical director to investigate variations in patient wait times in the outpatient family practice clinic. The medical director wants to know if there is a correlation between the number of minutes patients must wait to see a physician and the time of the patient's scheduled clinic appointment. What type of graph would you use to provide the medical director with the information needed to determine if such a relationship exists? (Points: 2);Scatter diagram;Pie chart;Histogram;Control chart;Question 4. 4. When a data point on a control chart falls above the upper control limit, the process being measured is said to be exhibiting: (Points: 2);Common cause variation;Random variation;Exceptional variation;Special cause variation;Question 5. 5. A type of data display that uses symbols or colors to draw people's attention to performance concerns. (Points: 2);Bar graph;Pie chart;Line graph;Dashboard;Question 6. 6. Which of the following statements regarding control charts is TRUE? (Points: 2);Control charts are used to reduce assignable variation.;Time-series data are plotted on a control chart.;The Pareto principle is highlighted by the use of control charts.;A control chart is a good tool for displaying cause and effect.;Question 7. 7. The difference between actual and expected performance. (Points: 2);Performance gap;Performance goal;Performance trend;Performance target;Question 8. 8. Statistical process control techniques can be applied to which type of graph listed below? (Points: 2);Scatter diagram;Histogram;Pareto chart;Line graph;Question 9. 9. The hospital has collected patient satisfaction data for more than one year. It is now time for strategic planning and you've been asked to summarize the satisfaction data so that senior leaders can establish two or three strategic objectives related to improving patient satisfaction. They want to focus on the vital few issues that receive the lowest satisfaction ratings. What type of graph would you use to provide senior leaders with the information they need? (Points: 2);Run chart;Control chart;Pareto chart;Scatter diagram;Question 10. 10. When measurement data show that a department's performance is meeting expectations, what action should the manager take? (Points: 2);Change measures of performance;Continue to monitor performance;Judge performance against similar departments in other facilities;Plot performance data on a control chart;Question 11. 11. Which of the following factors IS NOT considered when selecting a format for displaying measurement data? (Points: 2);Whether improvement actions are needed;The information's intended use;The measurement time frame;The audience;Question 12. 12. Which of the following formats can be used to report measurement data from one time period AND from different time periods? (Points: 2);Pie chart;Scatter diagram;Tabular report;Pareto chart;Question 13. 13. A publicly available source of comparative healthcare performance data (Points: 2);Maryland Hospital Association Quality Indicator Project;National Healthcare Quality Report;American Customer Satisfaction Index;Hospital Association Quality Measures;Question 14. 14. The Pareto Principle is a technique for determining which performance problems should be corrected first. Which of the following statements best represents the philosophy employed by this principle? (Points: 2);The majority of quality defects are caused by a small percentage of identifiable problems.;Generally, 80% of quality problems are justifiable for correction.;Problems that have a measurable affect on patient outcomes should be corrected.;To achieve ideal performance, all quality problems should be investigated.;Question 15. 15. Reacting to performance measurement results without recognition of the natural variance which occurs in a process. (Points: 2);Tampering;Continuous improvement;Assessment;Benchmarking;Question 16. 16. Staff members in the physical therapy department gather information about the reasons why patient treatments do not start at the scheduled time. They want to group the reasons for late treatment starts into related categories so that commonalities can be identified. What performance improvement tool could be used to sort the reasons into similar categories? (Points: 2);Prioritization matrix;Force field analysis;Flowchart;Affinity diagram;Question 17. 17. Tool used to summarize the steps of a performance improvement project (Points: 2);Decision matrix;Detailed flowchart;Planning matrix;Quality storyboard;Question 18. 18. An improvement team in the hospital nursing department has brainstormed several different potential solutions to the problem of high staff turnover. Now the team wants to narrow down the list of actions to select those most likely to be successful. What tool would the team use to make this decision? (Points: 2);Flowchart;Pareto analysis;Decision matrix;Survey;Question 19. 19. Satisfaction data gathered through the use of patient questionnaires can be unreliable when the: (Points: 2);survey sample is representative of the entire population;response rate is low;questions are graded on a continuum;survey is conducted online;Question 20. 20. An improvement team in the emergency department brainstorms all factors that have an effect on how long patients wait before being seen by a physician. What performance improvement tool would be useful for categorizing the factors identified through this brainstorming activity? (Points: 2);Cause and effect diagram;Five Whys;Workflow diagram;Planning matrix;Question 21. 21. Employees in an ambulatory surgery center want to streamline the patient admission process. What performance improvement tool would they use to get a better understanding of how patients are currently admitted? (Points: 2);Affinity diagram;Flowchart;Stakeholder analysis;Histogram;Question 22. 22. The hospital team charged with reducing the incidence of patient falls has selected four different patient care process changes that need to be implemented. What tool would the team use to document the tasks necessary for making these process changes? (Points: 2);Planning matrix;Storyboard;Workflow diagram;Deployment flow chart;Question 23. 23. An improvement team in a home health agency wants to streamline the process of discharging patients. The team identifies all the factors that will hinder the success of their improvement plans, as well as those factors that will increase the likelihood of success. The team is using what improvement tool? (Points: 2);Force field analysis;Nominal group technique;Pareto analysis;Lean thinking;Question 24. 24. Qualitative tool used by an improvement team to undercover the root cause of a performance problem. (Points: 2);Five Whys;Flow chart;Stakeholder analysis;Pareto chart;Question 25. 25. A quantitative improvement tool. (Points: 2);Scatter diagram;Cause and effect diagram;Decision matrix;Nominal group technique;Question 26. 26. A team in the hospital registration department is conducting a Lean project to reduce wasteful steps in the process of pre-registering elective admissions. What qualitative improvement tool could the team use to better understand the movement of pre-admission paperwork throughout the department. (Points: 2);Staff survey;Workflow diagram;Cause and effect diagram;Multi-voting;Question 27. 27. To improve productivity in the hospital operating room, the manager wants to start scheduling elective surgeries on Saturday. What tool can the manager use to identify strategies for gaining support from individuals who may resist this change? (Points: 2);Pareto analysis;Stakeholder analysis;Five Whys;Nominal group technique;Question 28. 28. The hospital respiratory therapy department is conducting a Six Sigma project for the purpose of reducing the incidence of missed treatments. The department's medical director asks staff members to identify process changes that will result in fewer missed treatments. What qualitative improvement tool could the director use during this brainstorming session to narrow down potential solutions to those most likely to be successful? (Points: 2);Nominal group technique;Workflow diagram;Planning matrix;Cause and effect diagram;Question 29. 29. A fishbone diagram is also known as a: (Points: 2);workflow diagram;affinity diagram;cause and effect diagram;force field diagram;Question 30. 30. Type of flowchart that shows the process steps and the people involved in each step. (Points: 2);Top-down;High-level;Workflow;Deployment;Question 31. 31. During this type of improvement project the team brainstorms what could go wrong in each step of a process. (Points: 2);Root cause analysis;Rapid cycle improvement;Lean project;Failure mode and effects analysis;Question 32. 32. Which of the following situations represent a sentinel event according to the Joint Commission? (Points: 2);Physician falsifies patient records to obtain additional reimbursement.;Patient dies after nurse administers an incorrect medication.;Patient's family complains about possible elder abuse by a nursing aide.;An unknown assailant robs a home health nurse at gunpoint.;Question 33. 33. Patient incident data is collected primarily to: (Points: 2);identify unsafe patient care situations;find out who is not doing their job well;understand risk of lawsuits;create a database of incident information;Question 34. 34. First step of a root cause analysis. (Points: 2);Develop risk reduction strategies;Report event to The Joint Commission;Understand what happened;Identify root causes of the event;Question 35. 35. Root cause analysis and failure mode and effect analysis are: (Points: 2);tools for monitoring staff performance;required by the Medicare Conditions of Participation;strategies for reducing wasteful process steps;patient safety improvement techniques;Question 36. 36. A federally-recognized group that maintains a database of adverse patient events. (Points: 2);Quality Improvement Organization;National Patient Safety Foundation;National Association of Health Data Organizations;Patient Safety Organization;Question 37. 37. A cause and effect diagram may be used during a root cause analysis to: (Points: 2);prioritize risk reduction strategies;select members of the investigation team;pilot test process changes;brainstorm reasons for the event;Question 38. 38. Form used by hospital caregivers to document potential or actual patient safety concerns. (Points: 2);Risk summary;Environmental assessment form;Incident report;Check sheet;Question 39. 39. Description of what could go wrong during a process step. (Points: 2);Incident;Criticality;Failure mode;Risk analysis;Question 40. 40. According to The Joint Commission, what is a common cause of sentinel events in healthcare organizations? (Points: 2);Complexity of health care delivery;Failure of process safeguards;Too few facilities have advanced information technology;Inadequate communication between care providers;Question 41. 41. A component of the organization's quality management (QM) activities that is often documented in the QM plan. (Points: 2);Performance improvement model used by the organization;Frequency of staff performance evaluations in each department;Names of improvement project team members;Procedure for reporting patient complaints;Question 42. 42. Type of healthcare organization that has an organized medical staff. (Points: 2);Health plan;Nursing home;Hospital;Health clinic;Question 43. 43. A basic responsibility of the quality department in a health care organization. (Points: 2);Prioritize the organization's quality goals;Train staff in infection control practices;Help other departments identify potential quality problems;Confirm that clinical providers have current licenses;Question 44. 44. Group ultimately responsible for the quality of patient care and services in a health care organization. (Points: 2);Board of trustees;Medical staff executive committee;Quality coordinating committee;Senior administrative leaders;Question 45. 45. According to Dr. Avedis Donabedian, what is the most important prerequisite to ensuring a healthcare organization will be high-performing? (Points: 2);There is a systematic quality management framework.;All individuals are truly committed to quality.;Leaders help people do a better job.;Care providers have clear standards and expectations.;Question 46. 46. The first step in transforming the quality culture in an organization. (Points: 2);Find out the prevailing core values and beliefs.;Establish new behavioral norms.;Measure compliance with quality expectations.;Develop cultural change action plan.;Question 47. 47. Group responsible for allocating resources necessary to support quality management activities in the organization. (Points: 2);Quality coordinating committee;Department managers;Organized medical staff;Administration;Question 48. 48. Component of an organization's quality management infrastructure. (Points: 2);Preferred performance improvement model;Measures of QM effectiveness;Committees;Reports;Question 49. 49. Quality-related support position in a hospital. (Points: 2);Governing board member;Admissions manager;Infection control coordinator;Chief financial officer;Question 50. 50. Primary purpose of risk management activities in a healthcare organization. (Points: 2);Ensure compliance with clinical practice guidelines.;Serve as an advisor to the quality program.;Coordinate customer service activities.;Protect the organization from financial losses.;Question 51. 51. In what ways could an organization's culture affect, positively or negatively, the success of its strategic plans? (Points: 5);Question 52. 52. Explain the several steps in the process by which a strategic plan is broken down into tasks and activities that can be performed by individual employees. (Points: 5);Question 53. 53. A well conceived strategic plan can fail through mistakes made in its implementation. What are at least five ways in which strategy implementation can go wrong? (Points: 5);Question 54. 54. Exactly what is an organization paying attention to through its strategic monitoring program? (Points: 5);Question 55. 55. Describe the steps that a managed care organization might follow in setting up a strategic monitoring program. Explain how those steps and the resulting program might differ in a small physician group practice. (Points: 5)


Paper#24831 | Written in 18-Jul-2015

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