Nurses perception of a hospital’s process improvement on patient satisfaction

Abstract

As nurses provide most of the patient care in hospitals, patient satisfaction depends in part on their interactions with patients. We examined how the nurses’ use of non-technical methods (shared goal understanding, patient focus, and nurse empowerment) and technical methods (standard problem-solving and visual management) affect patient satisfaction. Data was gathered through a survey of nurses in one hospital that has employed process improvement practices for more than five years. Significant findings are that patient focus, nurse empowerment, and using standardized problem-solving methods improve patient satisfaction. We also found that patient satisfaction decreases in two cases: first, when nurses use visual indicators without using standardized problem-solving methods, and when nurses are not empowered but are strongly pressured to meet goals.

Keywords:

• empowerment
• front-line nurses
• goal
• healthcare operations
• patient focus
• patient satisfaction
• process improvement
• productivity
• quality of care

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Yunsik Choi

Yunsik Choi (Ph.D., Clemson University) is an Assistant Professor in the School of Business at Meredith College. His primary research interests are in employee behaviors/performance and customer satisfaction from supply chain management, service operations management, and quality management. He has prior publications in Quality Management Journal, Journal of Marketing Theory and Practice, International Journal of Production Economics, and etc.

Lawrence D. Fredendall

Lawrence D. Fredendall is currently conducting research that is concerned with the implementation of lean operations and quality management in both health-services and manufacturing. One book, which was published by The St. Lucie Press/APICS Series, is titled Basics of Supply Chain Management. He has recently coauthored two books lean operations – "An Introduction to Lean Work Design (Part 1): Fundamentals of Lean Operations" and "An Introduction to Lean Work Design (Part 2): Standard Practices and Tools of Lean." He has published research articles in Decision Sciences, Journal of Operations Management, European Journal of Operational Research and Production and Operations Management. He is currently engaged in research to improve patient flow a hospital’s perioperative services unit funded by the National Science Foundation (NSF). He is also engaged in a research project to design the operating suite of the future that is funded by AHRQ. He is also an active member of the Clemson University School of Health Research (CUSHR).

Aleda Roth

Aleda V. Roth is the Burlington Industries Distinguished Professor at Clemson University. She is widely known for her work on risk analysis, sustainability, and supply chain. Her research is motivated by theoretical and practical explanations of how firms can best deploy their operations, global supply chain, and technology strategies for competitive advantage. Her research addresses the performance and competitiveness impacts of emerging paradigms, including strategic sourcing/reshoring, operational and quality risks, supply chain adaptivity, complexity, sustainability, service science and design for customer experience, knowledge sharing, and e-operations strategies. Roth earned her master’s in biostatistics from the University of North Carolina at Chapel Hill, and her doctorate from The Ohio State University. With over 200 publications (92 in refereed journals), Roth’s work ranks in the top one percent of production and operations management scholars in the U.S. and seventh worldwide in service management research. Over her career, she has received over $2.75 million in external research funding. Roth has received over 70 research and teaching awards, including the Lifetime Achievement Award from the Production and Operations Management Society’s College of Service Operations in 2009.

Anne Musitano

Anne Musitano (RPh, PharmD, MBOE, LSSBB, The Ohio State University) has served Akron Children’s Hospital in many roles. She started as a staff pharmacist and was promoted to Pharmacy Manager where she implemented a robust medication reconciliation process that was recognized as best practice by the Institute for Safe Medication Practices (ISMP). In 2009, Anne was recruited by Chief Operating Officer Mark Watson to help start the Center for Operational Excellence and was promoted into the role of Administrative Director in 2013. Some of Anne’s most significant contributions to Operational Excellence include implementation of the enterprise-wide Tiered Huddle System, and she was a key point person for Lean Design projects like the Mahoning Valley and Considine Building expansions. Anne has worked with the Executive Leadership Team for Strategy Deployment throughout the enterprise, resulting in better focus and alignment of hospital goals from the top of the organization to the front line. For 18 months, in addition to her primary role, Anne worked with a small group of others to establish Akron Children’s Health Collaborative (ACHC), the hospital’s Accountable Care Organization (ACO). Anne and her team have created lasting impact on the organization since the inception of Operational Excellence in 2009.

Rosanna Harding

Operations Director; Urgent Care, Regional Specialty Sites, Dental Clinic and Welcome Center at Akron Children’s Hospital.