Includes bibliographical references and index.
|Statement||editors, David M. Siegel, Patrick J. Crocker ; editorial board, Joann F. Andrews ... [et al.] .|
|Contributions||Siegel, David M., Crocker, Patrick J.|
|LC Classifications||RA975.5.E5 C665 1994|
|The Physical Object|
|Pagination||xi, 187 p. :|
|Number of Pages||187|
|LC Control Number||95139657|
Continuous quality improvement measures collected at the beginning of the program and quarterly included: 1) quality indicators (length of stay [LOS] and rates of left against medical advice [AMA] or left without being seen [LWBS]), 2) percentage of patients that stay ≥3 hours in ED, unscheduled returns within 48 hours, inter-hospital transfer data, sentinel events tracking rates, and 3) nature of patient . Emergency Department quality improvement is a journey that takes time and improving ED performance is much more than an emergency department initiative–it must involve the entire system of care. Additionally, using a data-driven approach can help engage stakeholders and make a compelling case for change. A continuous quality improvement program, based on Lean concepts and including architectural, managerial, and organizational features, allows the emptying of emergency department corridors . Using the principles of continuous quality improvement (CQI), the authors conducted a study in response to a request from the Department of Emergency Medicine, Los Angeles County, and University of Southern California Medical Center, Los Angeles, for a dedicated stat laboratory in the emergency department.
Background: Medication errors are a common source of adverse healthcare incidents particularly in the emergency department (ED) that has a number of factors that make it prone to medication errors. This project aims to reduce medication errors and improve the health and economic outcomes of clinical care in Hong Kong ED. Providing culturally safe health care can contribute to improved health among Aboriginal people. However, little is known about how to make hospitals culturally safe for Aboriginal people. This study assessed the impact of an emergency department (ED)-based continuous quality improvement program on: the accuracy of recording of Aboriginal status in ED information systems; incomplete ED . provide support to quality improvement activities. The Quality Improvement Committee provides ongoing operational leadership of continuous quality improvement activities at the Facility’s Name. It meets at least monthly or not less than ten (10) times per year and consists of the following individuals: (List titles of committee members. –PI (also called Quality Improvement - QI) •is the continuous study and improvement of processes with the intent to better services or outcomes, •prevent or decrease the likelihood of problems, •identify areas of opportunity, •test new approaches to fix underlying causes of problems or barriers to improvement. 7/27/ 2.
This guide is intended to assist Fellows and Members who are undertaking Quality Improvement (QI) work in their Emergency Departments. It is intended to help bridge the gap between improvement science and implementation. AbstractQuality improvement (QI) methods have been used in many industries to improve performance and outcomes. This chapter reviews key QI concepts and their application to public health emergency preparedness (PHEP). We conclude that for QI to flourish and become standard practice, changes to the status quo are necessary. In particular, public health should build its capabilities in QI. As the United States seeks to improve the value of health care, there is an urgent need to develop quality measurement for emergency departments (EDs). EDs provide million patient visits per ye. Examples of Quality Improvement Projects in Managing and Increasing Efficiencies for Patient Service: Appointments, Discharges, Follow-Up Care, and Emergency Department Service Delays in discharging patients from a hospital at the appropriate time is frustrating to patients and costly for both patients and hospitals.