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final exam




Question;Benchmarking" is a measure of;(Points: 2);Current performance compared to previous performanceCurrent performanceCurrent performance compared against a performance goalCurrent performance compared to an exemplary organization;Question 2.;2.;Graph used to display the frequency distribution of measurement data.;(Points: 2);Scatter diagramPie chartHistogramLine 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 diagramPie chartHistogramControl 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 variationRandom variationExceptional variationSpecial 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 graphPie chartLine graphDashboard;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 gapPerformance goalPerformance trendPerformance target;Question 8.;8.;Statistical process control techniques can be applied to which type of graph listed below?;(Points: 2);Scatter diagramHistogramPareto chartLine 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 chartControl chartPareto chartScatter 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 performanceContinue to monitor performanceJudge performance against similar departments in other facilitiesPlot 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 neededThe information's intended useThe measurement time frameThe 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 chartScatter diagramTabular reportPareto chart;Question 13.;13.;A publicly available source of comparative healthcare performance data;(Points: 2);Maryland Hospital Association Quality Indicator ProjectNational Healthcare Quality ReportAmerican Customer Satisfaction IndexHospital 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);TamperingContinuous improvementAssessmentBenchmarking;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 matrixForce field analysisFlowchartAffinity diagram;Question 17.;17.;Tool used to summarize the steps of a performance improvement project;(Points: 2);Decision matrixDetailed flowchartPlanning matrixQuality 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);FlowchartPareto analysisDecision matrixSurvey;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 populationresponse rate is lowquestions are graded on a continuumsurvey 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 diagramFive WhysWorkflow diagramPlanning 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 diagramFlowchartStakeholder analysisHistogram;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 matrixStoryboardWorkflow diagramDeployment 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 analysisNominal group techniquePareto analysisLean thinking;Question 24.;24.;Qualitative tool used by an improvement team to undercover the root cause of a performance problem.;(Points: 2);Five WhysFlow chartStakeholder analysisPareto chart;Question 25.;25.;A quantitative improvement tool.;(Points: 2);Scatter diagramCause and effect diagramDecision matrixNominal 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 surveyWorkflow diagramCause and effect diagramMulti-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 analysisStakeholder analysisFive WhysNominal 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 techniqueWorkflow diagramPlanning matrixCause and effect diagram;Question 29.;29.;A fishbone diagram is also known as a;(Points: 2);workflow diagramaffinity diagramcause and effect diagramforce field diagram;Question 30.;30.;Type of flowchart that shows the process steps and the people involved in each step.;(Points: 2);Top-downHigh-levelWorkflowDeployment;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 analysisRapid cycle improvementLean projectFailure 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 situationsfind out who is not doing their job wellunderstand risk of lawsuitscreate a database of incident information;Question 34.;34.;First step of a root cause analysis.;(Points: 2);Develop risk reduction strategiesReport event to The Joint CommissionUnderstand what happenedIdentify root causes of the event;Question 35.;35.;Root cause analysis and failure mode and effect analysis are;(Points: 2);tools for monitoring staff performancerequired by the Medicare Conditions of Participationstrategies for reducing wasteful process stepspatient safety improvement techniques;Question 36.;36.;A federally-recognized group that maintains a database of adverse patient events.;(Points: 2);Quality Improvement OrganizationNational Patient Safety FoundationNational Association of Health Data OrganizationsPatient Safety Organization;Question 37.;37.;A cause and effect diagram may be used during a root cause analysis to;(Points: 2);prioritize risk reduction strategiesselect members of the investigation teampilot test process changesbrainstorm reasons for the event;Question 38.;38.;Form used by hospital caregivers to document potential or actual patient safety concerns.;(Points: 2);Risk summaryEnvironmental assessment formIncident reportCheck sheet;Question 39.;39.;Description of what could go wrong during a process step.;(Points: 2);IncidentCriticalityFailure modeRisk 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 deliveryFailure of process safeguardsToo few facilities have advanced information technologyInadequate 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 organizationFrequency of staff performance evaluations in each departmentNames of improvement project team membersProcedure for reporting patient complaints;Question 42.;42.;Type of healthcare organization that has an organized medical staff.;(Points: 2);Health planNursing homeHospitalHealth clinic;Question 43.;43.;A basic responsibility of the quality department in a health care organization.;(Points: 2);Prioritize the organization's quality goalsTrain staff in infection control practicesHelp other departments identify potential quality problemsConfirm 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 trusteesMedical staff executive committeeQuality coordinating committeeSenior 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 committeeDepartment managersOrganized medical staffAdministration;Question 48.;48.;Component of an organization's quality management infrastructure.;(Points: 2);Preferred performance improvement modelMeasures of QM effectivenessCommitteesReports;Question 49.;49.;Quality-related support position in a hospital.;(Points: 2);Governing board memberAdmissions managerInfection control coordinatorChief 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);Time Remaining


Paper#53600 | Written in 18-Jul-2015

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