6 Process Management (85 pts.)

The Process Management Category examines HOW your organization designs its WORK SYSTEMS and HOW it designs, manages, and improves its KEY PROCESSES for implementing those WORK SYSTEMS to deliver VALUE to PATIENTS and STAKEHOLDERS and achieve organizational success and SUSTAINABILITY.

Also examined is your readiness for emergencies.

Item 6.1 - Work Systems (35 pts.)                                                                                                                                                                         Process

HOW do you design your WORK SYSTEMS?

Describe HOW your organization designs its WORK SYSTEMS and determines its KEY PROCESSES to deliver PATIENT and STAKEHOLDER VALUE, prepare for potential emergencies, and achieve organizational success and SUSTAINABILITY.

Within your response, include answers to the following questions:

6.1a. WORK SYSTEMS Design

(1)     HOW do you design and INNOVATE your overall WORK SYSTEMS?

HOW do you decide which PROCESSES within your overall WORK SYSTEMS will be internal to your organization (your KEY work PROCESSES) and which will use external resources?

(2)      HOW do your WORK SYSTEMS and KEY WORK PROCESSES relate to and capitalize on your CORE COMPETENCIES?

6.1b. KEY WORK PROCESSES

(1)     What are your organization’s KEY WORK PROCESSES?

HOW do these PROCESSES contribute to delivering PATIENT and STAKEHOLDER VALUE, profitability or financial return, organizational success, and SUSTAINABILITY?

(2)     HOW do you determine KEY work PROCESS requirements, incorporating input from PATIENTS and STAKEHOLDERS, suppliers, PARTNERS, and COLLABORATORS, as appropriate?

What are the KEY requirements for these [KEY WORK] PROCESSES?

6.1c. Emergency Readiness

HOW do you ensure WORK SYSTEMS and workplace preparedness for disasters or emergencies?

HOW does your disaster and emergency preparedness SYSTEM consider prevention, management, continuity of operations for PATIENTS and the community, evacuation, and recovery?

Notes:

N1. “WORK SYSTEMS” refers to HOW the work of your organization is accomplished. WORK SYSTEMS involve your WORKFORCE, your KEY suppliers and PARTNERS, your contractors, your COLLABORATORS, and other components of the supply chain needed to produce and deliver your HEALTH CARE SERVICES and business and support PROCESSES. Your WORK SYSTEMS coordinate the internal WORK PROCESSES and the external resources necessary for you to develop, produce, and deliver your HEALTH CARE SERVICES to your PATIENTS and STAKEHOLDERS and to succeed in your marketplace.

N2. In health care organizations, WORK SYSTEMS focus on the delivery of HEALTH CARE SERVICES. These services refer to PATIENT and community service PROCESSES for the purpose of prevention, maintenance, health promotion, screening, diagnosis, treatment/therapy, rehabilitation, recovery, palliative care, or supportive care. These include services delivered to PATIENTS through other providers (e.g., laboratory and radiology studies). WORK SYSTEMS also may include the conduct of health care research and/or a teaching mission, as appropriate to your organization’s MISSION.

N3. Your KEY WORK PROCESSES (6.1b[1]) are your most important internal value creation PROCESSES and might include HEALTH CARE SERVICES design and delivery, PATIENT and STAKEHOLDER customer support, supply chain management, business, and support PROCESSES. Your KEY WORK PROCESSES are the PROCESSES that involve the majority of your organization’s WORKFORCE and produce PATIENT and STAKEHOLDER VALUE.

N4. Disasters and emergencies (6.1c) might be weather-related, utility-related, security-related, or due to a local or national emergency, including potential pandemics. Health care organizations should consider both community-related disasters, where they play a role as first responders, and organization-specific incidents that threaten continued operations (e.g., fire, building damage, or loss of power/water). Emergency considerations related to information technology should be addressed in Item 4.2.