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PubMed1998

Status of total quality management in Australian public health organisations.

Research suggests that there is some confusion among quality improvement managers about the differences between quality management and traditional quality assurance. This lack of understanding would appear to be the same among rural and urban health staff, although there is a higher percentage of staff engaged in multidisciplinary activities in the rural health services. Education of staff and commitment from top management would seem to be the factors inhibiting the health industry from incorporating quality management into their cultures.

Australia↗
PubMed1993

Making payors part of total quality management.

Providers can begin to work with payors by adopting a commitment to quality, by defining quality as satisfying customer requirements, and by identifying payors as customers. Cooperation is enhanced when dialogue between hospitals and payors is initiated early on in the development of new programs and procedures. This is a necessary step for discussing how to improve reimbursement and service agreements. A working partnership between provider and payor brings both quality and better value to the patient.

Competitive Bidding↗
PubMed1994

Total quality management in health care.

Studying 'the best way of doing things' does expedite performance improvement. Using cost as the only measure of health care has provided a one dimensional view of 'the best'. Now there is an urgency to improve the value of clinical outcomes, the real product of health care. For this to be achieved by any method, more effective and comparable measures of quality are needed to focus improvement efforts. This paper comments on the application of the best practice principles, developed for other Australian industries, to health care.

Australia↗
PubMed1998

[Cooperation between the family physician, rheumatologist, hospital and rehabilitation clinic. Contribution of regional cooperative rheumatic disease centers for total quality management].

The building-up of multipurpose arthritis centers in Germany led to a network including outpatient and inpatient services, primary care physicians, rheumatologists, physiotherapists, occupational therapists, psychologists, acute care clinics, and rehabilitation centers. The structural improvement in the care of patients with chronic inflammatory rheumatic diseases has to be followed by an improvement of processes in the care of these patients and by an improvement of outcome. Coordination offices can help not only to further improve cooperation between primary care physicians, specialized rheumatologists and hospitals but also to establish a comprehensive clinical quality management.

Arthritis, Rheumatoid↗