Implementation of the Cystic Fibrosis Foundation infection control guidelines at a university healthcare system: A multidisciplinary approach requiring continuous quality improvement

2005 ◽  
Vol 33 (5) ◽  
pp. e158-e159
Author(s):  
V. Brown ◽  
D. Weber ◽  
B. Brooks ◽  
T. Adams ◽  
B. Featherstone
Keyword(s):  
Cystic Fibrosis ◽  
Quality Improvement ◽  
Infection Control ◽  
Healthcare System ◽  
Continuous Quality Improvement ◽  
Multidisciplinary Approach ◽  
Continuous Quality ◽  
System A ◽  
Cystic Fibrosis Foundation ◽  
Infection Control Guidelines

scholarly journals Improving healthcare quality in the United States healthcare system: A scientific management approach

2020 ◽  
Vol 9 (5) ◽  
pp. 19
Author(s):  
Soumya Upadhyay ◽  
William Opoku-Agyeman
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Healthcare System ◽  
Continuous Quality Improvement ◽  
Six Sigma ◽  
Healthcare Quality ◽  
The United States ◽  
Management Theory ◽  
Scientific Management ◽  
Continuous Quality

The US healthcare system has been facing pressures from stakeholders to reduce costs and improve quality. The purpose of this paper is to develop a conceptual model to illustrate the approaches used in healthcare quality management (Continuous Quality Improvement/Total Quality Management, Lean, and Six Sigma) weaved into the underlying framework of scientific management theory. This paper employs scientific management theory to explain the healthcare quality tenets that influence the quality of care in our healthcare organizations. The father of scientific management, Frederick Taylor, and other key contributors collectively created scientific management principles, which are widely used for quality improvement purposes both in the engineering and the healthcare field. Healthcare quality is also discussed with examples of the application of scientific management principles. Shared themes between scientific management principles and healthcare quality tenets, as given in CQI/TQM, Six Sigma-Lean, and Donabedian Model, were developed. To understand the three pillars of quality (structure, process, outcome) in relation to the underpinnings of scientific management principles, we incorporated insights of scientific management theory into Donabedian’s healthcare quality model. It is recommended that selection of personnel play a more significant role among human resources practices in organizations; strategy formulation must include a careful assessment of organizations’ strengths and weaknesses with regard to continuous quality improvement, with organizations striving to achieve standardization to attain efficiency and reduce costs.

Continuous Quality Improvement in a Hospital System: Implications for Hospital Epidemiology

1992 ◽  
Vol 13 (5) ◽  
pp. 288-292 ◽  
Author(s):  
Michael D. Decker ◽  
William E. Scheckler
Keyword(s):  
United States ◽  
Quality Improvement ◽  
Infection Control ◽  
Continuous Quality Improvement ◽  
The United States ◽  
Teaching Hospitals ◽  
Hospital Epidemiology ◽  
Hospital System ◽  
Continuous Quality ◽  
Key Steps

The purpose of this report is to describe the “Continuous Quality Improvement” (CQI) paradigm as adopted by one of the 30 largest hospital systems in the United States and to explore the implications for hospital epidemiology and infection control. Hospital epidemiology has its roots in the application of epidemiologic tools and principles to the problems of nosocomial infections. Key steps in the development of hospital epidemiology came from physicians in Great Britain and the United States who were part of the public health systems of those countries. In the United States, physicians trained in infectious diseases as a subspecialty occupy the position of hospital epidemiologist in most university, Veterans Affairs, and larger community teaching hospitals. Some of these individuals argue that hospital epidemiologists should continue to focus principally on infection control. Others are just as convinced that the premises and knowledge of epidemiology honed by experiences in infection control are very well suited to many other problems facing hospitals in the 1990s.

scholarly journals Avoiding a Med-Wreck: a structured medication reconciliation framework and standardized auditing tool utilized to optimize patient safety and reallocate hospital resources

2021 ◽  
Vol 14 (1) ◽  
Author(s):  
Ali Elbeddini ◽  
Sarah Almasalkhi ◽  
Thulasika Prabaharan ◽  
Cindy Tran ◽  
Mohamed Gazarin ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Healthcare System ◽  
Medication Errors ◽  
Continuous Quality Improvement ◽  
Medication Reconciliation ◽  
Adverse Drug Events ◽  
Hospital Readmissions ◽  
Care Facility ◽  
Term Care ◽  
Continuous Quality

Abstract Background The incidence of preventable adverse drug events (ADE) is approximately one medication error per patient per hospital-day. A quality medication reconciliation (MedRec) process is a crucial intervention used to reduce ADE in the hospital and community setting. Amid the coronavirus disease 2019 (COVID-19) pandemic, preventing medication errors is vital to avoid patient readmission, reduce disease complications, and reduce cost and patient burden on the healthcare system. Objectives To develop a standardized MedRec framework that can be implemented in all healthcare settings to reduce patient and staff harm during COVID-19. Also, to create a standardized auditing tool used to assess the quality of the MedRec process and allow for continuous quality improvement. Methods A multi-site gap analysis (MGA) was performed to collect observational data that were collected from four different healthcare sites (two hospitals, a long-term care facility, and a community pharmacy). MGA consists of collecting data across several sites which answer a standardized questionnaire. A standardized MedRec framework and auditing tool were developed based on the gaps observed in each site and literature reviews. Results A standardized MedRec process was not implemented in any of the observed sites. The healthcare sites lacked a designated MedRec team and training related to the MedRec process leading to multiple discrepancies at discharge. Patients were not counselled on changes to home medications, and a discharge report was often not provided upon discharge. Communication mechanisms between community pharmacies and hospital physicians are not available or easily accessible. Conclusion The proposed structured MedRec framework is vital to reduce medication errors and patient harm amid COVID-19. Moreover, the comprehensive auditing tool developed in this study allows for continuous quality improvement resulting in superior quality care, reduction of workflow inefficiencies, cost savings on hospital readmissions, and overall enhanced healthcare system performance.

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