Presented to the Decision, Science and Innovation Department

De La Salle University - Manila

Term 3, A.Y. 18-19

In partial fulfillment
of the course
TOTALQM
TH 2:30PM - 4:00PM

Quality Improvement Paper:

Cauayan Medical Specialists Hospital

Submitted by:
Alarcon, Mikkaela Regine
Bonayog, Francis Joshua
Limbo, Dominique Dana
Mallabo, Karen Angel
Roldan, Angela Domini
Ruiz, Sabine Kenisha
Tan, Denise Myka

Submitted to:
Prof. Melvin Moraga

Date of Submission:
July 2, 2019

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 Table of Contents

Chapter 1
History and Background
:
(a) incorporators/founders of the company
Cauayan Medical Specialist Hospital Incorporated or CMSH is the first hospital
owned and managed by a group of doctors who are specialists in their own field in the
City of Cauayan. From the beginning of the incorporation of the hospital, the goal was to
have the best hospital that would cater services not almost the same as in Metro Manila
but to deliver it at their level, in order to entice local people not to resort to Manila for
medical consultation. Today, the hospital is celebrating its fifteenth year of service not
only for the people of Cauayan City, but also for the neighboring towns including Luna,
Reina Mercedes, Naguillan, Cordon, Santiago, and others.
CMSH has 15 major stockholders, one lawyer as the Chief Executive Officer and
14 specialized doctors. It was founded and incorporated at first with 10 doctors
The City of Cauayan is a component city in the province of Isabela, Philippines.
Cauayan City is the Agro-Industrial Capital of Cagayan Valley and the Central Business
District of Region 2. According to the latest census, it has a population of 125,148
people in 21,143 households. The city is a 1st class city in the province of Isabela.
Cauayan City has been selected to host the Proposed Isabela Special Economic Zone
and the Regional Agro-Industrial Growth Center. It is the location of 29 banks, 21
lending institutions, 44 insurance agencies, 89 real estate business and 35 pawn shops.
There are over 4,442 commercial establishments that include distributors, wholesalers
and retailers. (Excerpt from the home page of Cauayan City.)

(b) nature of business

(c) type of business organization

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(d) organizational structure
(e) current position in the industry and strategic plans.

Chapter 2

Chapter 3 (Andi & Mikkee)

Ito ung list

1. Manago Hospital
2. Lucas-Paguila Hospital - 22.5km
a. The Lucas-Paguila Medical Clinic and Hospital started out as a clinic (Holy
Spirit Clinic) located at the public market of Alicia, Isabela early 1980’s
catering out-patients only then in was established as a hospital in 1992. It
provides quality health care in the town of Alicia and accomodates only 15
in-patients then it was improved in the year 2007. Today, it accomodates
25 in-patients and provides quality health care service. It also caters
anxillary and medical services to patients.
3. Cacal-Tomas Hospital
4. Cauayan Medical Specialist
5. Esther Garcia Hospital - 850m from CMSH
a. Dr. Ester R. Garcia Medical Center a health care provider with multi-level
specialty hospital. Providing health care equipped with the best and the
most advanced medical technology to the people of isabela and its
neighboring provinces.

ERGMC aims to establish a pro-poor service, to build a ward purely for

indigent and pay patient by providing modern, prompt and available health

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 services to save time, money, effort and ease anxiety of transferring
patients to the metropolis

6. Bucag's Hospital - 600m

a.
7. Godswill Hospital - 600m
a. https://www.facebook.com/pages/category/Hospital/Gods-Will-Medical-Ho
spital-258208047664278/
b.
8. Isabela United Doctors Medical Center - 1.8km from CMSH

Basis in choosing the competitors:

1. Geographical location
2. Services offered
3. Consumer review?

Services of CMSH
It has an authorized bed capacity of 47. It is one of the 7 private hospitals in the
city. It serves the city of Cauayan and the nearby municipalities.

The hospital offers both out-patient and in-patient services. It has a secondary
level laboratory, x-ray and ultrasound facilities, 24-hour pharmacy, an endoscopy
unit, newborn screening services, operating room complex, a central supply
room, an orthopedic and rehabilitation medicine section, medical records, dietary
services and an intensive care unit.

The hospital employs a full-time regular staff of 50 with 15 part-time employees.

Resident physicians man the hospital on 24 hour shifts. Specialists from the
different medical subspecialties hold their out-patient clinics in the hospital.
These include a gastroenterologist, psychiatrist, pulmonologist, cardiologist,

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 neurologist, physiatrist, nephrologist and an oncologist. Two general surgeons,
an orthopedic surgeon and a urologist also have clinic hours in the hospital.
Consultants belonging to the other specialties (OB, pedia, optha, ENT,
neurosurgery) do not hold OPD clinics within the facility but refer their patients to
the hospital for admission. Other specialists include anesthesiologists and
radiologists.

Under Chapter 3:
- State the rationale/basis in selecting the competitors (3 in total). One basis is
geographical or the presence of competitors in the area where the company is
operating. Other bases could be industry ranking, consumer review,
capitalization, etc. It is important to emphasize that competitors should be
comparable to one another (e.g. size, assets, number of products, etc.).
- The choice of critical factors should be explained.
- The result of analysis should be narratively discussed in terms of strengths and
weaknesses of each competitor as well as the overall findings.
- Explain the objective basis/bases of numerical weight and distribution.
- A conclusion (one paragraph) must be made at the end of this section.

Chapter 4

the sequence should be as follows:

(a) data collection method,

(b) profile of respondents (e.g. no. of samples, gender, age, educational level, etc.)

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(c) problem(s) identified (based on the analysis of data);

(d) Finding better alternative (Sabine)

(e) application of TOTALQM tools, quantitative/qualitative techniques, approaches, etc.

(denise) can someone help me with this part

This section ends with clear and convincing statement of the main problem(s).

Chapter 5

Conclusion and Recommendation (Sabine & Andi)

a conclusion must be made, after considering the qualitative and quantitative

evaluation, whether or not management should proceed with the recommendations.

Appendices

Datas

Survey Questionnaires

Interviews

Research Instruments

References