Healthcare Operations and Quality Management
What to know
Candidates should understand capacity and flow management (bed management, throughput, scheduling, staffing ratios), supply chain basics, and process improvement methods (PDSA, Lean, Six Sigma, root cause analysis). Know quality frameworks: Donabedian's structure–process–outcome model, the IOM six aims (safe, effective, patient-centered, timely, efficient, equitable), and measurement tools like control charts and run charts. Understand patient safety concepts-adverse events, near misses, sentinel events, and just culture-plus HCAHPS and readmission metrics.
Traps
Questions frequently mislabel Donabedian categories: staffing levels are structure, handwashing compliance is process, and infection rates are outcome. Another trap is treating a single data point as a trend; statistical process control distinguishes common-cause from special-cause variation. Do not confuse root cause analysis (reactive, after an event) with failure mode and effects analysis (proactive, before an event).
Worked example
A hospital wants to reduce central-line infections. Installing a standardized kit and checklist is a structure/process change; tracking infection rate per 1,000 line-days is the outcome measure. Rule of thumb: if it describes resources or organization, it is structure; if it describes what is done to the patient, it is process; if it describes what happened, it is outcome.
Review how staffing, throughput, and quality metrics interact, since scenario questions test operational trade-offs.