Value Chain and Process Improvement

 

Operations are composed of many different processes to fulfill customer needs and requirements. The value chain is a higher-level view of those processes from a customer view. In order to meet customer requirements like quality and cycle time, organizations need to ​​identify the value chain, subprocesses and measures needed to meet the customer needs.

Consider a process from an organization you are familiar with. In 500-750 words, complete the following:

​Identify the steps in the high-level value chain required to fulfill the customer requirements from beginning to end.
From the high-level value chain steps, identify the operational subprocesses.
Identify those metrics that the organization should monitor at both the value chain level and subprocess level.
​​Based upon the process you described above, if an organization needs to improve a process within the value chain, how would you analyze the process and metrics to know that the process is not working
Explain what steps the organization could take based upon your analysis for value chain improvement.

Sample Solution

The Centers for Medicare and Medicaid Services (CMS) developed the Bundled Payments for Care Improvement (BPCI) Advanced model to test bundled payments for 32 specific episodes and to incentivize participating providers for decreasing care costs and improving care quality for Medicare patients receiving care for one of these 32 clinical episodes.1 This model is entirely voluntary, consists of a single retrospective bundled payment with a 90-day clinical episode duration, and places more risk onto the providers than previous BPCI models.1
There are seven quality measures for BPCI Advanced, including all-cause hospital readmissions, advance care plan, and CMS patient safety indicators that are used to measure the quality of care and reimbursement level for each episode.1 To identify reimbursement level, CMS compares the aggregate Medicare fee-for-service (FFS) expenditures included in a clinical episode against the episode’s target price to determine whether the participant will either receive a payment or be required to pay CMS. If the provider keeps costs below the target price for each episode, financial savings will be generated through this value-based payment (VBP) model, in addition to the improvement in the quality and continuity of care for Medicare patients. At this time, BPCI Advanced results are not yet available in order to determine the extent of the gains/losses realized in this VBP model.2
Implementation of BPCI Advanced for providers that have used past BPCI models, particularly BPCI Model 3, would be less challenging than for providers who have not, due to preestablished networks and pathways for continuity of care for some clinical episodes as well as familiarity with the program.2 In addition, many providers will be interested in participating, as BPCI Advanced qualifies as an Advanced Alternative Payment Model (APM) and thus exempts participants from payment reductions under MACRA.3 BPCI Advanced is also a voluntary payment model and will see less opposition than mandatory mo

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