Applying Quality Management in Healthcare: A Process for by Diane L. Kelly

By Diane L. Kelly

In modern-day period of elevated responsibility for caliber of care, all healthcare managers has to be fluent within the recommendations and instruments of caliber administration. employing caliber administration in Healthcare: A approach for development sincerely explains the fundamentals of functionality excellence and offers a suite of instruments for coping with healthcare caliber. even though it covers the basics, it strikes past previous equipment and offers an built-in method of tackling the standard demanding situations inherent in healthcare. a realistic consultant, this e-book is loaded with real-world examples that would support readers speedy grasp new innovations.

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Extra resources for Applying Quality Management in Healthcare: A Process for Improvement

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I shall use “outcome” to mean a change in a patient’s current and future health status that can be attributed to antecedent healthcare. The fundamental functional relationship among the three elements are shown schematically as follows: Structure ➞ Process ➞ Outcome. For example, in a multiphysician internal medicine practice, the number and credentials of physicians, physician’s assistants, nurses, and office staff are considered structure measures. The percentage of elderly patients in this practice who appropriately received an influenza vaccine is considered a process measure.

15 This Page Intentionally Left Blank CHAPTER THREE PRINCIPLES OF TOTAL QUALITY 2 Objectives • • • To describe the three principles of total quality: customer focus, continuous improvement, and teamwork To begin to explore how these three principles may be expressed in the managerial role To practice identifying management behaviors that demonstrate these three principles A ny healthcare manager would probably say that quality patient care, quality outcomes, or health improvement factored into their decision to pursue a career in healthcare.

Yet a few islands of people have thrown off their Newtonian blinders and recognized that putting the customer first can redound to the benefit of the provider as well. With so many competing claims on every dollar, every process, and every hour of time and attention, the interests of the customer—the patient—serve as a common ground for making the entire system more efficient. One hospital is such a place: a 520-bed teaching hospital and socalled trauma-one center with a stellar clinical reputation.

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