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Induction of labour: a continuous quality improvement and peer review program to improve the quality of care.

This article describes a program developed to improve the process of planned induction of labour and to reduce the rates of inappropriate induction. The setting is a tertiary-care maternity hospital in urban Vancouver, BC, in which 7000 deliveries take place annually. Approximately 65% of these can be considered primary care; the remainder are secondary- or tertiary-level cases. Continuous quality improvement (CQI) methods were used by a multidisciplinary team, which included nursing staff, physicians, health records personnel and a CQI facilitator. Interventions included the development of a new induction-booking process, clear criteria for induction, feedback to caregivers about changes and a peer review system to oversee and maintain improvement. The overall induction rate for the institution decreased, and this change has been maintained.

British Columbia↗

Algorithm-based clinical quality improvement. Clinical guidelines and continuous quality improvement.

Evidence documenting unexplained variation in clinical practices and outcomes has led to a proliferation of clinical practice guidelines in the hope that such efforts will lead to decreased variation, improved care, better outcomes, and lower costs. At Harvard Community Health Plan we have developed a clinical guideline development effort that focuses on the development of clinical algorithms and guidelines in a quality improvement model. The formal quality improvement process that we have described requires; (1) clear project definition and organization, (2) guideline development based on an understanding of patient needs, scientific evidence and clinical experience, (3) thorough analysis of potential problems with active implementation efforts, and (4) measurement and evaluation of results. By incorporating clinical guideline development into a quality improvement model and integrating such efforts with a total quality management strategy, we can substantially increase the likelihood of successfully implementing clinical practice guidelines and improving the quality of care that we deliver.

Algorithms↗

Using Q-Probes to improve the quality of laboratory medicine: a quality improvement program of the College of American Pathologists.

This paper will review the reasons for the increasing emphasis on quality assurance in American healthcare and laboratory medicine. This emphasis is driven in part by economic, social and regulatory concerns as well as the traditional commitment to the search for excellence in services provided to patients. The Q-Probes Program of the College of American Pathologists (CAP) represents a response to these pressures and will be described in some detail. The program is based upon the historical success of interlaboratory comparison programs developed and sponsored by the CAP in achieving demonstrable improvement in laboratory performance. These programs are dependent on the gathering of data from large numbers of laboratories in order to establish provisional "benchmarks" of quality practice which serve as a baseline for systematic quality improvement efforts. The Q-Probes Program gathers peer-group specific institutional data concerning defined aspects of quality practice in pathology and laboratory medicine. These highly structured programs provide laboratories and pathology services with a format to collect data for submission to the CAP for analysis and to compare their performance against that of appropriately stratified peer groups. Several representative examples chosen from clinical laboratory medicine and pathology will be presented. We will attempt to demonstrate how individual laboratory and pathology services utilize aggregate data to effect specific changes in practice that lead to improvement in processes of patient care and better patient outcomes.

Blood Specimen Collection↗

Implementation of unit-based continuous quality improvement approach to quality management: applying concepts to practice.

This article describes the implementation of unit-based continuous quality improvement approach to quality management and the resultant fostering of autonomy and decision-making among clinical nurses. Restructuring, education and evaluation activities during implementation are described. Nurses in the post-implementation evaluation survey stated that quality of care was improved by unit-based continuous quality improvement. Unit-based continuous quality improvement promotes a high level of clinical nurse involvement as evidenced by quality improvement initiatives and projects completed. Accompanying this involvement, is a system of continuous quality improvement which facilitates patient care improvement.

Decision Making, Organizational↗

Use of severity-indexed medication error reports to improve quality.

A severity-indexed medication error reporting system using data from voluntary incident reports has provided enough information to target opportunities for quality improvement. Reports are ranked by severity and categorized by error type, system breakdown, drug category, and nursing unit. Specific reports are generated for review by different quality improvement committees in the hospital. Based on these data and the actions of these quality improvement committees, four problem areas in medication use have been identified. Recommendations for improvements have been made to solve problems with late IV antibiotic doses, narcotic errors, anticoagulant errors and transcription errors. Two of these initiatives have resulted in objective improvement. Two others are being actively pursued to resolve medication related problems.

Forms and Records Control↗

Hospital-based systems to improve quality of care for heart-failure patients.

Because much can be done now to block the devastating natural course of heart failure, it is important to understand the role of various treatment paradigms and to institute them in as many patients as possible, with the use of well-constructed practice guidelines to provide common themes for treating specific patients. However, guidelines cannot address all relevant clinical situations, consensus often cannot be reached because evidence is not always available regarding certain therapeutic strategies, and guideline development can be a slow, politically charged, and difficult process. In addition, one must assess compliance with guidelines and the impact of recommendations on outcomes. Continuous quality improvement initiatives in large group practices and hospitals achieve this goal most effectively. Assessment of the impact and accountability with regard to compliance can then be re-related to clinical experience and observation, triggering additional therapeutic developments and strategies that will focus on continued practice improvement. Continuous quality improvement initiatives in the hospital setting have many advantages and are generally seen as good business practice; because of the regulations hospitals are subject to, particularly the linking of payments to hospital accreditation, systems are in place to improve practice patterns.

Adrenergic beta-Antagonists↗

Quality improvement in health care organizations: a general systems perspective.

A systems analysis of healthcare organizations demonstrates that methods for improving quality involve the effective feedback regulation of key organizational performance parameters. Information flow is impaired in dysfunctional healthcare organizations, which often disregard significant clinical problems while preferentially tracking nonclinical indicators and clinical data considered most likely to meet the organization's standards. Such organizations thus achieve "pseudocompliance" with external requirements, but do not systematically work to improve the quality of clinical care or their performance as organizations. Efforts by government agencies and national organizations to foster quality improvement activities have had limited success precisely because local organizations perceive these efforts as externally imposed. Leaders' anxieties about their own and their organizations' autonomy, control, and performance can cause unwillingness to review data indicating performance problems, oversimplification of decision criteria, and reluctance to formulate meaningful conclusions and act on them. Contemporary quality improvement models, such as Continuous Quality Improvement (CQI) and Total Quality Management (TQM), reconnect leaders to their organizations' quality processes by emphasizing the leaders' roles in promoting quality as an organizational value, setting meaningful quality goals, and actively u sing information to improve organizational effectiveness.

Delivery of Health Care↗

Improving quality in general practice: qualitative case study of barriers faced by health authorities.

OBJECTIVES: To identify and assess the barriers that health authorities face as they manage quality improvements in general practice in the context of the NHS reforms. DESIGN: Qualitative case study. SETTING: Three UK health authorities: a rural health authority in the south west, a deprived inner city health authority in the north east, and an affluent suburban health authority in the south east. PARTICIPANTS: Senior and junior managers. MAIN OUTCOME MEASURES: Structure of strategic and organisational management, and barriers to the leadership and management of quality improvement in general practice. RESULTS: Seven barriers were identified: absence of an explicit strategic plan for general practice, competing priorities for attention of the health authority, sensitivity of health professionals, lack of information due to poor quality of clinical data, lack of authority to implement change, unclear roles and responsibilities of managers within the organisations, and isolation from other authorities or organisations facing similar challenges. CONCLUSIONS: The health authorities faced significant barriers that would impede their ability to fulfil their responsibilities in the new NHS and that would reduce their capacity to contribute to quality improvements in general practice.

Family Practice↗

A critical evaluation of clinical practice guidelines in neonatal medicine: does their use improve quality and lower costs?

Clinical practice guidelines and care pathways have become a focus of quality improvement efforts in Neonatology. Health care administrators believe that using clinical practice parameters reduces health care costs, improves quality of care, and limits malpractice liability. Practice guidelines and surveys of consumer satisfaction have grown in use partly because third-party payers, insurers, and health maintenance organizations, as well as hospital administrators bent on reducing variable costs of care and contracting for capitated care have championed their development, implementation, and monitoring. Overall there is minimal evidence-based medicine to support that neonatal outcomes have benefitted from their implementation, although some studies show affirmative effects in limited populations or in a limited number of centres. For highly autonomous physicians and nurses this standardization of medical decision making may represent a difficult transition into efforts to improve quality, based on evidence-based care, and in some instances into corporate medicine. By realigning the traditional values of patient relationships, including parent involvement, the implementation of guidelines has been fast-tracked in some institutions, without appropriate audit to determine their effectiveness in achieving their goals. However, because guidelines and clinical pathways are here to stay, neonatologists need to think critically about how their content and method of implementation, monitoring and modification may influence medical and nursing teaching and decision making in the future. If guidelines are introduced primarily as a cost savings or containment tool that ignores their impact on the quality of medical care and thereby restricts needed care, then neonatologists must be quick to challenge the potentially damaging and inappropriate use of guidelines and care pathways. Several international efforts are underway to study both the impact of evidence-based guidelines and to determine if they can be imported from one care system into another. Furthermore, there are many medico-legal implications of guideline and clinical pathway implementation that may not favour physicians and other neonatal care practitioners, and leave to hospitals, insurers, and ultimately the courts, decisions regarding evidence-based care. Neonatologists and other practitioners in neonatal care centres should critically analyse the goals of guideline development, implementation and monitoring and should restrict themselves to guideline directed care only at those practices for which there is evidence supporting their implementation and continuous monitoring.

Consumer Behavior↗

Assuring quality by continuously improving quality: new directions for health record professionals.

Quality improvement is catching fire in the health care community, but there is much work to be done, much to learn, and much to teach. All health care professionals must remember that there are no short cuts to improving quality. American managers are so steeped in a quick-fix mentality that they resist the systematic infrastructure rebuilding described above. They scurry about fighting the same fires over and over, thinking they are doing their jobs. The truth remains that if results are to be improved, not just manipulated, then the processes that produce those results must be improved. For this to occur managers must be given the process improvement technology that separates the world class companies from those who are still wondering what hit them during the 1970s.

Consumer Behavior↗

Toward continuous quality improvement in trauma care.

Trauma providers are engaged in a constant struggle to improve quality and to assure positive outcomes in an unpredictable disease process. Traditional quality assurance has been unsuccessful in achieving these goals. Continuous quality improvement methodologies hold promise as the tools to balance quality, outcomes, and patient satisfaction with cost concerns.

Cost Control↗

A framework for integrated quality improvement.

The importance of maintaining and improving quality is well understood in most health care organizations. This work becomes more challenging as internal and external conditions rapidly change. A quality improvement framework was developed to help clinicians and administrators organize intergrated, multifaceted quality programs that have the flexibility necessary for success in today's fast-paced health care environment.

Case Management↗

Transition to quality improvement: adapting the quality management plan.

Health care organizations across the country are in different phases of transition from quality assurance to quality improvement. A plan is essential to ensure quality assessment and improvement requirements are met while the organization is in transition. Based on the hospital's commitment to quality improvement, the Division of Nursing at The New York Hospital has built on the strengths of the QA program and begun transition to QI by incorporating the principles of QI and developing quality improvement teams with other disciplines and within nursing.

Joint Commission on Accreditation of Healthcare Or↗

Continuous quality improvement in an acute hospital: a report of an action research project in three hospital departments.

Describes an action research project to improve quality in three hospital departments including operating theatres, X-ray, and medical records. The approach combined quality assurance (QA) or audit methods with those of continuous quality improvement (CQI) or TQM. The intention was to bring about improved organizational performance through an emphasis on bottom-up rather than top-down methodology, and to assess the relative effectiveness of different quality strategies being used within the hospital. Baseline studies of organizational climate and of patient perceptions enabled evaluation of effectiveness. Provides a description of the background to various health-care quality strategies, and argues that several perspectives are required if all stakeholders (e.g. policy makers, professionals, patients, and managers) are to be satisfied. Describes the responses of staff, superiors and professionals and recommendations offered for more effective quality strategy implementation.

Attitude of Health Personnel↗

Continuous improvement, quality control, and cost containment in clinical laboratory testing. Enhancement of physicians' laboratory-ordering practices.

In 1991, the University of Massachusetts Medical Center, in Worcester, developed a model for change by using a program of continuous quality improvement to enhance physicians' laboratory-ordering practices, particularly the test for bleeding times. We describe a model that was developed through a seven-step continuous quality improvement process, and we discuss our success in increasing the appropriateness of ordering the tests for bleeding times while significantly reducing the costs for patients and hospitals. The following factors contributed to the program's success: an advisory structure; presentations to the medical staff; focused feedback sessions; and most important, well-documented guidelines with institutional support for new behavior.

Clinical Laboratory Techniques↗