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Biomedical subjects

J E McEachern

Publications and source records attributed to J E McEachern.

4 recordsLinked to original sources

How to start a direct patient care team.

Many American hospitals are embracing the philosophies of continuous quality improvement (CQI) or total quality management (TQM). To date, case studies in the literature have largely dealt with administrative processes. However, CQI can also improve direct patient care (clinical) processes using direct patient care teams. The establishment of such teams has been an elusive task at many organizations, largely because of the traditional paradigm of the appropriate relationship between provider and patient. However, similarities between direct patient care teams and other cross-functional teams far exceed differences. Using case studies from two teams (HIV and chest pain) at HCA West Paces Ferry Hospital and Southeastern Health Services, this article suggests ways facilitators can help providers examine, redesign, and improve direct patient care processes.

Chest Pain

Quality improvement: an imperative for medical care.

For continuous process improvement to be successful at the site of care, an organizational structure for quality improvement should be in place. Quality improvement requires (1) an environment for quality improvement and (2) tools for improvement, including statistical and meeting tools. Physicians and all other care givers and support personnel must cooperate for process knowledge to be complete and usable. Perhaps there is no such thing as a purely "clinical" system, because the contiguous systems influence clinical behavior so completely they are almost inseparable. Process improvement specifications are not the same thing as standards as we now understand them. Process improvement specification are process based. They expect, are designed for, and handle divergent pathophysiologic conditions by focusing on processes. Individual institutions define and measure their outputs, but these outputs are judged against their customers' needs and expectations (thereby becoming outcomes) for performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. Outcomes research as known today can help us understand the needs and expectations of our customers. Moreover, any team can improve the framework of quality improvement.

Contract Services

Applications of industrial quality improvement in health care.

Quality in medical care traditionally has been regarded as the professionally defined optimum that brings about the greatest improvement in health. That definition has been modified somewhat to include patient preferences for different treatment alternatives and costs. The question then arises how we can improve the efficiency of the health care system while maintaining or improving the quality of care. The answer is a focus on improvement in the process of care and, as needed, monitoring of all aspects of the process, not just untoward outcomes.

Consumer Behavior