Instructions: You will create a Team Charter for this case scenario. Use the information in your Lesson to guide you through the process of creating the charter and use the information and people in this project packet to complete the charter. Your charter must include: Team Name Problem Statement Goal Statement (a.k.a.: Aim Statement or Mission Statement) List of Benchmark time standards Team Members Proposed start and end date Benefits of the project NOTES: Your problem statement should be customer-focused, performance-related, and stated in measurable terms. It should not imply a solution or a cause! Here is an example: "The current process for delivery, maintenance, storage, and purchase of pump controllers is fragmented and inefficient. The result is wasted staff time, lack of available functioning equipment, inappropriate use of space, and frustration on the part of the customers." Your Goal Statement should also be stated in measurable terms. The statement should show a clear target for improvement. For example: "Pump controllers will be available in proper working order within 10 minutes of request from the floor 95% of the time, beginning in November 1992." This goal statement offers three (3) points of measurement for success. There is a minute goal There is a goal for how often There is a timeline for reaching the goal. Submit your Assignment as a Word document.

create a Team Charter based on the following information. College Community Hospital (CCH) is a 200-bed facility offering adult medical, surgical, orthopedic, and psychiatric care. The hospital provides a full range of diagnostic and therapeutic services, including CT and MRI scanning and an eight-bed intensive care unit. The 200 beds are distributed over six inpatient floors: 3A Acute Medicine 3B Diagnostic Medicine 3C Intensive Care 4A Acute Psychiatry 4B Orthopedics 4C General Surgery One year ago, faced with decreased patient and staff satisfaction and rising costs, the management of CCH adopted a Total Quality Management strategy. They formed a Quality Council and chartered several performance improvement projects. Over a nine-month period, projects were successfully completed in Dietary, Nursing, Psychiatry, Materials Management, Pharmacy; Health Information, and Outpatient Surgery; they are now ready to begin the second round of projects. One major source of dissatisfaction for physician and nursing staff has been slow turnaround time (TAT) for laboratory tests. The lab performs about 3000 blood tests per week, the most common being CBC (complete blood count), serum electrolytes (sodium, potassium, chloride and CO2), BUN, a kidney function test, and blood sugar. Given the high level of complaints about slow lab test turnaround time, the Assistant Administrator asked the Quality Council to initiate a Performance Improvement project team to tackle the problem of improving the number of tests completed within the hospital standard. The Quality Council agreed, chartered a team, and asked the Assistant Administrator to act as Team Leader. The Assistant Administrator was familiar with Total Quality Management concepts and recruited a team, including the Transport Supervisor, who had recently attended a class in PI Methods and Tools. When all the recruiting was done, the team members were: Lotta Paper, Assistant Administrator - Team Leader Tom Trotter, Transport Supervisor - Quality Advisor Beth Harrast, Floor Secretary, 3A Harry Hiteck, Day Supervisor, Lab Sam Drawit, Day Phlebotomist Steve Spinner, Evening Lab Tech Cathy Filer, Health Information Management Problems with scheduling the team meetings made it impossible to include a representative from the lab night shift