PubMed Health⌕ Search
Home/Archive/PubMed

PubMed · 9397637

Quality plan for a product line.

M L Lanza·G K Binus·F J McMillan
View original source ↗Export metadata ↓

Abstract

Continuous Quality improvement (CQI) has undergone radical change as health care facilities merge, expand, and modify their existing services. CQI has shifted from a centralized position in health care organizations, to unit based, to product lines. This paper describes one product line's endeavors to develop a Quality Plan to direct CQI activities. One particular strength of our innovation is that the Quality Plan was developed with attention to the important balance of interdisciplinary cooperation and maintenance of appropriate discipline boundaries.

Explore related subjects

Hospitals, VeteransHumansInterprofessional RelationsManagement Quality CirclesMassachusettsMental Health ServicesOrganizational InnovationProduct Line ManagementTotal Quality ManagementJournal Article

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

M L Lanza, G K Binus, F J McMillan. 1997. Quality plan for a product line.. https://doi.org/10.1097/00001786-199712000-00008

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

PubMed2006

Actions and implementation strategies to reduce suicidal events in the Veterans Health Administration.

BACKGROUND: Veterans possess many risk factors for suicide, making suicide prevention in the Veterans Health Administration (VHA) a particular challenge. METHODS: An analysis was conducted of 94 aggregated root cause analyses (RCAs) for parasuicidal behavior and 43 single-case suicide RCAs submitted from 75 VHA facilities to determine primary root causes for suicide and parasuicidal behaviors and to gain information about action plans, success factors and obstacles to improvement. Telephone follow-up interviews were conducted with each facility. RESULTS: The aggregate reviews included 775 individual cases of parasuicidal behavior. The top root causes of parasuicidal behavior were poor assessment and communication of patient risk, patient stressors, and need for staff and patients training. Forty-eight percent of the action plans developed to address the root causes involved a policy change, 30% involved staff training, and 14% involved making a specific clinical change. Eight-eight percent of the actions adequately addressed the root cause, of which 68.1% were fully implemented. DISCUSSION: There is little agreement on the definition of "parasuicide," and it is likely the case that parasuicide behaviors are underreported in our system. To encourage reporting, patient safety staff should collaborate with providers and use a more inclusive definition of parasuicide.

Hospitals, Veterans↗