Quality Insurance
Quality Improvement Plan: Part III - Managing and Improving Quality
In today’s health care environment, competition remains high and many organizations are seeking new ways to improve their quality of care, as well as remain competitive with other health care organizations in the process. Various methods exist today for organizations to integrate quality improvement strategies to help in the measurement of performance improvements. This paper will discuss:1) several methodologies, the pros and cons that exist with these methods, 2) describe information technology applications, how they may be used to improve patient falls, 3)discuss how benchmarking and milestones are involved in managing the use of quality indicators, and finally,4) describe how performance and quality measures are aligned to an organization’s mission, vision, and strategic plan, and how these measurements align with Self-Regional Hospital’s mission, vision, and strategic plan for improvement.
Methods for Quality Improvement Strategies
Accidental Falls have become the most commonly reported incident in hospitals today, and Self-Regional Hospital is no exception. Recently, Self-Regional researched and gathered specific fall data that included “mobility/gait, lower-extremity strength, history in fractures, visual, or auditory impairments, dizziness, dehydration, depression, stroke, ischemic attacks, and cardiac arrhythmias” and the role they play with patient falls in the organization (The Joint Commission, 2007, p. 26). They are now in the process of researching various methodologies to help manage and improve this area of concern. Several concepts that concern total quality management (TQM), and quality improvement (QI) are offering health care organizations and their administrators the opportunity to decide which methodology would be most successful in improving quality care for their patients. There are three methodologies Self-Regional is considering: 1) Six Sigma, 2) Lean, and 3)
In today’s health care environment, competition remains high and many organizations are seeking new ways to improve their quality of care, as well as remain competitive with other health care organizations in the process. Various methods exist today for organizations to integrate quality improvement strategies to help in the measurement of performance improvements. This paper will discuss:1) several methodologies, the pros and cons that exist with these methods, 2) describe information technology applications, how they may be used to improve patient falls, 3)discuss how benchmarking and milestones are involved in managing the use of quality indicators, and finally,4) describe how performance and quality measures are aligned to an organization’s mission, vision, and strategic plan, and how these measurements align with Self-Regional Hospital’s mission, vision, and strategic plan for improvement.
Methods for Quality Improvement Strategies
Accidental Falls have become the most commonly reported incident in hospitals today, and Self-Regional Hospital is no exception. Recently, Self-Regional researched and gathered specific fall data that included “mobility/gait, lower-extremity strength, history in fractures, visual, or auditory impairments, dizziness, dehydration, depression, stroke, ischemic attacks, and cardiac arrhythmias” and the role they play with patient falls in the organization (The Joint Commission, 2007, p. 26). They are now in the process of researching various methodologies to help manage and improve this area of concern. Several concepts that concern total quality management (TQM), and quality improvement (QI) are offering health care organizations and their administrators the opportunity to decide which methodology would be most successful in improving quality care for their patients. There are three methodologies Self-Regional is considering: 1) Six Sigma, 2) Lean, and 3)
References: Dlugacz, Y.D. (2006). Measuring Health Care Using Data for Operational, Financial, and Clinical Improvement, San Francisco, CA: Josey-Bass Publications Harry, Mikel J. (2000). The Nature of Six Sigma Quality. Rolling Meadows, Illinois: Motorola University Press Lean Enterprise Institute, (2009). What is Lean? Retrieved on September 26, 2011 from http://www.lean.org/WhatsLean/ Shaw Resources, (n.d.). Customer Inspired Quality: Health Care Operational Improvements, Retrieved on September 26, 2011 from http://shawresources.com/ customer-inspired-quality-and-processes-improvement.htm Sap.com (2008)