Smart socio-technical design in healthcare organizations: sustaining quality improvement at the Luther Midelfort Mayo Health System

2007 ◽  
pp. 119-144
Keyword(s):  
Quality Improvement ◽  
Health System ◽  
Healthcare Organizations ◽  
Technical Design

Setting the standard for healthy eating: Continuous quality improvement for health promotion at Nova Scotia Health

2020 ◽  
Vol 34 (1) ◽  
pp. 49-55
Author(s):  
Laura J. Kennedy ◽  
Nathan G. A. Taylor ◽  
Taylor Nicholson ◽  
Emily Jago ◽  
Brenda L. MacDonald ◽  
...  
Keyword(s):  
Health Promotion ◽  
Quality Improvement ◽  
Nova Scotia ◽  
Healthy Eating ◽  
Continuous Quality Improvement ◽  
Healthcare Organizations ◽  
Quality Improvement Process ◽  
Continuous Quality ◽  
The Status ◽  
Collaborative Efforts

Healthcare organizations engage in continuous quality improvement to improve performance and value-for-performance, but the pathway to change is often rooted in challenging the way things are “normally” done. In an effort to propel system-wide change to support healthy eating, Nova Scotia Health developed and implemented a healthy eating policy as a benchmark to create a food environment supportive of health. This article describes the healthy eating policy and its role as a benchmark in the quality improvement process. The policy, rooted in health promotion, sets a standard for healthy eating and applies to stakeholders both inside and outside of health. We explain how the policy offers nutrition but also cultural benchmarks around healthy eating, bringing practitioners throughout Nova Scotia Health together and sustaining collaborative efforts to improve upon the status quo.

Expanding patient engagement in quality improvement and health system redesign

2016 ◽  
Vol 29 (5) ◽  
pp. 176-182 ◽  
Author(s):  
G. Ross Baker ◽  
Carol Fancott ◽  
Maria Judd ◽  
Patricia O’Connor
Keyword(s):  
Quality Improvement ◽  
Health System ◽  
Patient Engagement ◽  
Health System Redesign

scholarly journals Quality indicators of dental health care in Serbia

2019 ◽  
Vol 66 (1) ◽  
pp. 36-42
Author(s):  
Svetlana Jovanović ◽  
Maja Milošević ◽  
Irena Aleksić-Hajduković ◽  
Jelena Mandić
Keyword(s):  
Health Care ◽  
Quality Improvement ◽  
Health System ◽  
Quality Indicators ◽  
Health Care Quality ◽  
Care Quality ◽  
System Quality ◽  
Quality Health Care ◽  
Quality Health

Summary Health care has witnessed considerable progresses toward quality improvement over the past two decades. More precisely, there have been global efforts aimed to improve this aspect of health care along with experts and decision-makers reaching the consensus that quality is one of the most significant dimensions and features of health system. Quality health care implies highly efficient resource use in order to meet patient’s needs in terms of prevention and treatment. Quality health care is provided in a safe way while meeting patients’ expectations and avoiding unnecessary losses. The mission of continuous improvement in quality of care is to achieve safe and reliable health care through mutual efforts of all the key supporters of health system to protect patients’ interests. A systematic approach to measuring the process of care through quality indicators (QIs) poses the greatest challenge to continuous quality improvement in health care. Quality indicators are quantitative indicators used for monitoring and evaluating quality of patient care and treatment, continuous professional development (CPD), maintaining waiting lists, patients and staff satisfaction, and patient safety.

Effect of a health system payment and quality improvement programme for tonsillectomy in Ontario, Canada: an interrupted time series analysis

2021 ◽  
pp. bmjqs-2021-013110
Author(s):  
Sanjay Mahant ◽  
Jun Guan ◽  
Jessie Zhang ◽  
Sima Gandhi ◽  
Evan Jon Propst ◽  
...  
Keyword(s):  
Time Series ◽  
Quality Improvement ◽  
Quality Of Care ◽  
Health System ◽  
Interrupted Time Series ◽  
Improve Quality ◽  
Interrupted Time Series Analysis ◽  
Quality Improvement Programme ◽  
Improvement Programme

BackgroundTonsillectomy is among the most common and cumulatively expensive surgical procedures in children, with known variations in quality of care. However, evidence on health system interventions to improve quality of care is limited. The Quality-Based Procedures (QBP) programme in Ontario, Canada, introduced fixed episode hospital payment per tonsillectomy and disseminated a perioperative care pathway. We determined the association of this payment and quality improvement programme with tonsillectomy quality of care.MethodsInterrupted time series analysis of children undergoing elective tonsillectomy at community and children’s hospitals in Ontario in the QBP period (1 April 2014 to 31 December 2018) and the pre-QBP period (1 January 2009 to 31 January 2014) using health administrative data. We compared the age-standardised and sex-standardised rates for all-cause tonsillectomy-related revisits within 30 days, opioid prescription fills within 30 days and index tonsillectomy inpatient admission.Results111 411 children underwent tonsillectomy: 51 967 in the QBP period and 59 444 in the pre-QBP period (annual median number of hospitals, 86 (range 77–93)). Following QBP programme implementation, revisit rates decreased for all-cause tonsillectomy-related revisits (0.48 to −0.18 revisits per 1000 tonsillectomies per month; difference −0.66 revisits per 1000 tonsillectomies per month (95% CI −0.97 to −0.34); p<0.0001). Codeine prescription fill rate continued to decrease but at a slower rate (−4.81 to −0.11 prescriptions per 1000 tonsillectomies per month; difference 4.69 (95% CI 3.60 to 5.79) prescriptions per 1000 tonsillectomies per month; p<0.0001). The index tonsillectomy inpatient admission rate decreased (1.12 to 0.23 admissions per 1000 tonsillectomies per month; difference −0.89 (95% CI −1.33 to −0.44) admissions per 1000 tonsillectomies per month; p<0.0001).ConclusionsThe payment and quality improvement programme was associated with several improvements in quality of care. These findings may inform jurisdictions planning health system interventions to improve quality of care for tonsillectomy and other paediatric procedures.

Continuous quality improvement and the acute myocardial infarction patient

1993 ◽  
Vol 13 (2) ◽  
pp. 106-117
Author(s):  
JB Penney ◽  
CM Kolevar
Keyword(s):  
Quality Improvement ◽  
Quality Care ◽  
Improve Patient Care ◽  
Clinical Excellence ◽  
Cost Effective ◽  
Acute Myocardial Infarction Patient ◽  
National Standards ◽  
Healthcare Organizations ◽  
Continuous Quality ◽  
Working Together

Optimal outcomes for the AMI patient can be achieved by national and local healthcare organizations working together for quality care (see Figure). The JCAHO has provided hospitals with the 10-step process to guide quality improvement through a multidisciplinary, collaborative approach for planning and evaluating care. The ACC and AHA have established national standards for AMI care that can be used as guidelines for writing individual hospital AMI standards. The National AMI Registry Report provides current care statistics to participating hospitals. Hospitals can use the CQI dynamics to process the statistics to ensure that standards are met, ultimately facilitating clinical excellence along with cost-effective healthcare for patients with AMI. When caregivers take action to improve patient care based on these statistics, the time spent on data collection and evaluation will finally be worthwhile.

scholarly journals Patient Outcomes and Cost-Effectiveness of a Sepsis Care Quality Improvement Program in a Health System*

2019 ◽  
Vol 47 (10) ◽  
pp. 1371-1379 ◽  
Author(s):  
Majid Afshar ◽  
Erum Arain ◽  
Chen Ye ◽  
Emily Gilbert ◽  
Meng Xie ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Cost Effectiveness ◽  
Health System ◽  
Patient Outcomes ◽  
Care Quality ◽  
Quality Improvement Program ◽  
Improvement Program ◽  
Sepsis Care

Quality Management and Process Control (DRAFT)

2018 ◽  
Author(s):  
Boaz Ronen ◽  
Joseph S Pliskin ◽  
Shimeon Pass
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Process Control ◽  
Healthcare Organization ◽  
Necessary Condition ◽  
Just In Time ◽  
Healthcare Organizations ◽  
Quality Healthcare ◽  
Financial Investments ◽  
Organizational Value

In healthcare systems, more than in any other system, there is an urgent need for quality management and process control. Quality improvement and process control are a means that every healthcare organization must employ to achieve quality healthcare for the patients. It is also a necessary condition to survive in the competitive healthcare environment. The chapter shows that quality improvement and process control are a must for any healthcare organization. The chapter classifies the three stages of quality management and shows how tools such as constraint management, Lean/just in time, the complete kit concept, and the Pareto methodology can all enhance organizational value without substantial (if at all) financial investments. In the chapter, we break some quality improvement myths concerning quality management in healthcare organizations.

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