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Biomedical subjects

A F al-Assaf

Publications and source records attributed to A F al-Assaf.

15 recordsLinked to original sources
PubMed1999

The costs of quality: an interactive model of appraisal, prevention and failures.

The control of spending on health care while improving or maintaining quality is one of the most difficult problems confronting policy analysts. In this paper hypothetical data and an Excel spreadsheet are used to develop a model that estimates the costs of quality management. The focus is on the interaction between appraisal costs, prevention costs and the costs of failures. This approach enables the health service organization to estimate the costs associated with each of the three components and to assess the influence of appraisal and prevention on failure costs. The article concludes with a discussion of methods that might be used to assemble the required data and the benefits that might be derived by adopting the model.

Data Interpretation, Statistical↗
PubMed1999

A methodology for setting practice criteria in healthcare.

Practice criteria are an important part of health care and have taken a new prominence in the trend to address quality-of-care issues. Once an organisation makes a commitment to addressing its quality-of-care, it must define 'quality' in operational terms. Practice criteria do just that. The organisation ensures consistent, high-quality services through the correct application of practice criteria. This paper outlines a methodology that has been used in at least three countries to date. Early indications are that it is useful for helping an organisation begin its quality improvement 'journey'.

Developing Countries↗
PubMed1996

Healthcare outcomes management and quality improvement.

Until recently, the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) has relied on structure measures in drafting their annual Hospital Standards for Accreditation Manual. Peer Review Organizations (PROs), on the other hand, relied on process indicators in evaluating quality of care provided to Medicare patients. Currently, however, a new movement called 'outcomes management' is evolving to include a number of areas that impact on the quality of patient care. It focuses on using outcome measures to manage quality. This trend toward outcome management is driven by economics and, to a lesser extent, by the curiosity of providers and researchers. In this paper the concept of outcomes management is presented, along with the objectives, the methods for implementation, and its relationship to quality improvement.

Data Collection↗
PubMed1994

Total quality improvement according to hospital nursing executives.

Total quality management (TQM) is certainly a hot topic in health care today. The Department of Veterans Affairs is not alone in launching the quality movement in their hospitals. The question is, can it succeed. The success of total quality lies in the commitment of the organizations' leaders. Nursing leadership has yet to be studied regarding TQM implementation. Nursing performs a vital role in hospitals, and if nursing leaders are opposed to total quality, then it is highly unlikely that the philosophy will succeed. This study is designed to measure the attitudes and perceptions of VA nursing chiefs regarding the total quality improvement (TQI) process.

Attitude of Health Personnel↗
PubMed1993

Total quality improvement: a study of Veterans Affairs Medical Center directors and QA coordinators.

A national survey of all Veterans Affairs Medical Centers' (N = 167) directors and Quality Assurance (QA) coordinators was conducted. The survey solicited feedback of respondents' attitudes and perceptions toward the implementation of Total Quality Improvement (TQI) in their facilities. A Likert scale type of responses was collected and further analyzed to measure the degree of agreement or disagreement of the respondents to the survey statements. The following sections were proposed: (a) attitudes and perceptions; (b) rankings; and (c) demographics of respondents and their facilities. The results of the survey indicate an overwhelming agreement on the implementation methodologies, impact on other programs, objectives, and philosophies of TQI. Both the directors and QA coordinators responded positively on the future of TQI in health care.

Cost Savings↗
PubMed1993

Perceptions of VA chiefs of staff on total quality management implementation.

A national survey of United States Veterans Affairs (VA) Medical Centers (n = 167) chiefs of staff was conducted. The survey solicited feedback of the attitudes and perceptions of respondents toward planning, implementation, and monitoring of the Total Quality Management (TQM) process in their facilities. A Likert scale type of responses were collected and analyzed to measure the degree of agreement or disagreement of the respondents to survey statements on TQM. The survey included responses to three sections of the questionnaire: 25 statements on TQM, information on the TQM process status in the facility, and demographics of respondents and their facilities. The results of the survey indicate a considerable involvement of responding chiefs of staff in the TQM process and indicated their willingness to support it. Respondents agreed that TQM requires time and commitment of top management, and, again, they indicated their willingness to devote the time necessary for the process to succeed. They were, however, cautious in endorsing the statement that TQM will decrease health care costs (fiscal and human). The survey provides information that should prove valuable to administration in planning TQM and Continuous Quality Improvement efforts.

Adult↗
PubMed1993

Quality improvement and the hospital patient representative.

A national survey of hospital patient representatives was conducted. This study sought to identify and analyse basic demographic and occupational data of patient representatives. An analysis of the patient representatives' perceived roles in the hospital is also conducted. A total of 387 randomly selected United States hospitals were surveyed with a response rate of 66% (256 hospitals). We were able to use only 172 'usable' responses. Of those who responded, we found the typical patient representative to be a female aged 30-50 years old, married with a college degree, and about 6 years of experience from a northeast hospital. In general, the majority of the respondents were very positive of their role in the liaison activity between the patient and the administration.

Adolescent↗
PubMed1993

A step towards quality improvement: the hospital patient representative program.

The hospital patient representative is the liaison between patients and other hospital staff members and administration. This person may be known by different titles, ie, patient representative, guest representative, patient advocate, and others. Unfortunately, no recent studies have been conducted to identify current demographic characteristics of a typical hospital patient representative; data from older studies is outdated and no longer useful. This paper presents the results of a national survey of hospital patient representatives. This study sought to identify and analyze basic demographic and occupational data of this group. An analysis of the patient representative perceived roles in the hospital was also conducted.

Adult↗
PubMed1992

The use of epidemiology in decision making by hospital executives.

The study has shown that epidemiological data are not used as often as they should be. The results suggest that education level has an impact on the use of epidemiology in long-term and short-term decision making. The higher the education level, the more use of epidemiology is suggested. Individuals with an MPH (Master's of Public Health) degree used epidemiological data on a higher frequency than did their peers. A possible suggestion as to why this occurs is that those individuals who had an MPH more than likely have had a course in epidemiology and understand how to utilize it. Of the individuals who did not use epidemiology, 98.7 percent attributed that to either cost or language that was unfamiliar to them. Of these individuals, 65.8 percent said they would be interested in learning more about epidemiology, and 64.5 percent said they would use it if they were more familiar. A need for instruction in epidemiology was revealed by this survey. Epidemiology should be used to perform studies on the regional population to identify the needs of the hospital's consumers. Without the knowledge base, this is not being done; possible continuing education for administrators covering the uses of epidemiology could work toward correcting the problem.

Adult↗
PubMedDate not supplied

The hospital patient representative: a key player in quality improvement.

A national survey of hospital patient representatives was conducted to identify and analyze basic demographic and occupational data for patient representatives. A total of 387 randomly selected U.S. hospitals were surveyed with a response rate of 66% (256 hospitals). Only 172 responses were completed appropriately. Of those who responded appropriately, we found the typical patient representative to be a female between 30 and 50 years old, with a bachelor's degree and about 6 years of experience as a patient representative. The majority of the respondents held a positive view of their role as the liaison between the patient and the administration as well as a facilitator for patients, families, staff, and administration problem solving. Several of the respondents stated that patient representatives strive to meet the needs and expectations of patients through their role as liaison with the administration. This role has a positive and crucial impact on improving the quality of care in healthcare organizations.

Adult↗
PubMedDate not supplied

Introducing quality in healthcare: an international perspective.

Several models for implementing quality improvement have been developed, but they have been applied primarily in the United States. One model developed by the U.S. Agency for International Development Quality Assurance Project has been applied in several other countries. This article discusses the steps to introduce the continuous quality improvement process, issues related to successful implementation of the process, and the methods by which Jordan and Saudi Arabia have introduced quality improvement into their healthcare systems.

Accreditation↗