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NAHQ Certified Professional in Healthcare Quality Examination Sample Questions (Q90-Q95):
NEW QUESTION # 90
Accountability for quality ultimately rests with the
Answer: D
Explanation:
Accountability for quality ultimately rests with the governing body of a health care organization, such as the board of directors or trustees. The governing body is responsible for setting the vision, mission, values, and strategic goals of the organization, as well as overseeing its performance, compliance, and risk management.
The governing body also appoints, evaluates, and supports the CEO, who is accountable to the governing body for implementing the organization's strategy and ensuring quality and safety throughout the organization.
The quality manager, the CEO, and the department leader are all important roles in ensuring quality within their respective scopes of authority and responsibility, but they are not the ultimate source of accountability for quality. The quality manager is responsible for designing, coordinating, and evaluating quality improvement initiatives, as well as providing education, training, and support to staff and leaders on quality methods and tools. The CEO is responsible for providing leadership, direction, andoversight to the organization's operations, finances, and culture, as well as ensuring alignment and integration of quality across all functions and levels. The department leader is responsible for managing the daily activities, resources, and performance of a specific unit or service, as well as ensuring compliance with quality standards and policies within their area of responsibility.
However, none of these roles can ensure quality without the support, guidance, and accountability of the governing body, which has the ultimate authority and responsibility for the organization's quality and safety.
The governing body sets the tone and expectations for quality at the top, and holds the CEO and other leaders accountable for delivering quality outcomes and improving quality processes. The governing body also monitors and evaluates the organization's quality performance and improvement efforts, and ensures that the organization has the necessary resources, structures, and systems to support quality. The governing body also ensuresthat the organization engages with external stakeholders, such as regulators, accreditors, payers, and patients, to demonstrate its commitment and accountability for quality.
References:
NAHQ Code of Ethics, Principle 1: The healthcare quality professional acts as a change agent and leader within the organization and community, promoting a culture of excellence in quality, safety, and performance outcomes.
NAHQ Learning Lab: The Role of the Healthcare Quality Professional in Population Health Management, Module 1: Introduction to Population Health Management, Slide 9: The Role of the Governing Body NAHQ Journal for Healthcare Quality, Volume 41, Issue 2, March/April 2019, Article: The Role of the Board in Quality and Safety Performance: Perceptions of Board Members and Quality Leaders, Page 72: Abstract and Page 77: Discussion
NEW QUESTION # 91
A rapid cycle model for improvement derived from the Deming model encompassing the feedback loop of planning, implementing, and evaluating a rapid test of change would best be described by which of the following acronyms?
Answer: A
Explanation:
Detailed Explanation:
The PDSA (Plan-Do-Study-Act) cycle, derived from the Deming model, is a structured methodology for testing small-scale changes in a rapid cycle to identify improvements.
Option D: PDSA
PDSA involves planning the change, implementing it, studying the results, and acting based on findings. This method supports iterative improvements through continuous feedback.
Option A: FMEA
FMEA (Failure Mode and Effects Analysis) is a risk assessment tool, not a rapid cycle improvement model.
Option B: FOCUS
FOCUS is a methodology used with PDCA but does not alone represent a cycle model for rapid change.
Option C: DMAIC
DMAIC (Define, Measure, Analyze, Improve, Control) is a Six Sigma methodology, suited for complex problem-solving but not specifically for rapid cycle improvement.
References:
PDSA is widely recognized in quality improvement literature as a rapid cycle model for testing and implementing small changes, as outlined in CPHQ study materials.
NEW QUESTION # 92
Universities often evaluate applicants for admission on the basis of, among other things, the applicants' scores on standardized tests. The scores are thus one of the criteria by which program judge the Quality of their applicants. However, although two programs may use the same criterion - scores on a specific standardized examination-to evaluate applicants, the programs may differ markedly on standards: One program may consider applicants acceptable if they have scores above the 50th percentile, whereas the score above the 90th percentile may be the standard of acceptability for the other program.
This example clearly defines the difference between:
Answer: A
NEW QUESTION # 93
A healthcare quality Improvement team is working on an action plan to address medication system defects.
Based on the data from the chart below, what would be the next step?
Answer: A
Explanation:
The chart provided in the question shows the number of defects in different categories of a medication system.
The category with the highest number of defects is "Other," followed by "Administration." However, the line graph overlaid on the bar graph shows the percentages of cumulative defects addressed, which increases from left to right. This suggests that while a significant portion of the defects in the "Other" category have been addressed, there are still many unaddressed defects in the "Administration" category.
Given this information, the next step for the healthcare quality improvement team would be to conduct further analysis on the "Administration" defects. This is because, although the "Administration" category does not have the highest number of defects, it has a significant number of defects that have not yet been addressed. Further analysis would help the team understand the root causes of these defects and develop effective strategies to address them123.
This approach aligns with the principles of healthcare quality improvement, which emphasize the importance of using data to guide decision-making and prioritizing areas where improvement is most needed123. It also aligns with the principles of Failure Mode and Effects Analysis (FMEA), a structured process used to identify system failures of high-risk processes before they occur1. In this context, the "Administration" defects could be considered a high-risk process that requires further analysis.
Please note that this answer is based on the general principles of healthcare quality improvement and the information provided in the chart. The specific action plan for addressing medication system defects may vary depending on the specific context and needs of the healthcare organization123.
NEW QUESTION # 94
A CEO has directed a quality improvement council to develop objectives to meet an identified goal.
When developing objectives, the council must remember to
Answer: C
Explanation:
When developing objectives, it is crucial for the quality improvement council to state the end result or desired outcome. Clearly defining what success looks like ensures that all stakeholders understand the goal and can work towards it effectively. Well-defined objectives help guide the direction of the project, allow for the measurement of progress, and ensure that the team's efforts are aligned with the overarching goal.
Keep the objectives specific to the short term (A): While short-term objectives can be important, objectives should be defined based on what is necessary to achieve the overall goal, whether short-term or long-term.
Tie the objectives to the organization's financial performance (B): While financial performance is important, not all quality improvement objectives need to be directly tied to financial outcomes. The primary focus should be on the desired outcomes related to quality and performance improvement. Use the Plan-Do-Study-Act cycle of continuous improvement (C): The PDSA cycle is a method for implementing change, but the initial step in developing objectives is to clearly define the desired end result.
Reference
NAHQ Body of Knowledge: Quality Improvement Objective Setting
NAHQ CPHQ Exam Preparation Materials: Developing SMART Objectives
NEW QUESTION # 95
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