Applying Quality Management in Healthcare
by Kelly, Diane L.Edition: 3rd
Format: Hardcover
Pub. Date: 2011-07-18
Publisher(s): Health Administration Pr
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Summary
Quality management is a complex process, especially in healthcare. Managers in today's environment need more than just an understanding of the historical concepts of quality. They need to understand how to achieve quality within the structure and relationships of the complex system of a healthcare organization.
Author Biography
Diane L. Kelly, DrPH, MBA, R, teaches at the University of North Carolina at Chapel Hill Public Health Leadership Program and Duke University School of Nursing. Dr. Kelly is a former member of the editorial advisory board for the Joint Commission Journal on Quality and Patient Safety and the national Baldrige Performance Excellence Program Board of Examiners.
Table of Contents
| Foreword | p. xiii |
| Preface | p. xvii |
| Acknowledgments | p. xxi |
| Quality Management: A Systems Approach | |
| Fundamentals of Quality Management | p. 3 |
| Why Focus on Management? | p. 4 |
| What Is Quality? | p. 5 |
| Creating a Shared Definition of "Quality" | p. 7 |
| Three Principles of Total Quality | p. 9 |
| Quality Continuum for Managers | p. 12 |
| Summary | p. 15 |
| A Systems Perspective of Quality Management: Characteristics of Complex Systems | p. 19 |
| Systems Thinking | p. 21 |
| Dynamic Complexity | p. 22 |
| Summary | p. 29 |
| Understanding System Behavior: Systemic Structure | p. 31 |
| A Systems Metaphor for Organizations | p. 31 |
| Lessons for Healthcare Managers | p. 33 |
| Going Below the Waterline | p. 38 |
| Summary | p. 44 |
| Visualizing System Relationships: Models for Health Services Managers | p. 47 |
| Three Core Process Model48 | |
| The Baldrige Performance Excellence Program in Health Care Criteria | p. 51 |
| Systems Model of Organizational Accidents | p. 55 |
| Socioecological Framework | p. 59 |
| Summary | p. 62 |
| Achieving Quality Results in Complex Systems | |
| Establishing System Direction | p. 67 |
| Purpose | p. 68 |
| The Purpose Principle | p. 73 |
| Vision | p. 79 |
| Context | p. 82 |
| Summary | p. 85 |
| Establishing Improvement Goals in Complex Systems | p. 87 |
| Relationship Between Goals and Results | p. 89 |
| Setting Improvement Goals in Complex Systems | p. 91 |
| Types of Goal Statements | p. 94 |
| Critiquing Goal Statements | p. 96 |
| SMART Goals and Complex Systems | p. 99 |
| Corollaries to Purpose and Goals | p. 100 |
| Summary | p. 101 |
| Understanding Customer and Stakeholder Requirements | p. 103 |
| Patient Requirements | p. 104 |
| Implications for Managers | p. 107 |
| Summary | p. 113 |
| Understanding the Role of Policy in Promoting System Change | p. 119 |
| Health Policy: An Overview | p. 120 |
| Public Policy Promoting Systems Change | p. 125 |
| Private Policy Promoting Systems Change | p. 129 |
| Lessons for Managers | p. 133 |
| Summary | p. 136 |
| Improving Processes and Implementing Improvements | p. 139 |
| Systematic Critical Thinking in Designing Improvements | p. 140 |
| Process Improvement Tools | p. 143 |
| Root Cause Analysis | p. 148 |
| Prospective Analysis | p. 149 |
| Implementing Improvements | p. 151 |
| Summary | p. 158 |
| Measuring Process and System Performance | p. 165 |
| Preserve the Context | p. 166 |
| Bundle and Unbundle Data According to the User's Purpose | p. 168 |
| Differentiate Types of Measures and Their Uses | p. 173 |
| Select a Balanced Set of Measures | p. 175 |
| Analyze Process and System Performance | p. 178 |
| Performance Management Measures and the Quality Continuum | p. 184 |
| Summary | p. 185 |
| Postering Teamwork: Below-the-Waterline Considerations | p. 191 |
| Team Design | p. 192 |
| Mental Models Affecting Team Design | p. 194 |
| Mental Models About Talents and Differences | p. 196 |
| Mental Models About Improvement or Project Teams | p. 199 |
| Tools for Effective Teams | p. 201 |
| Summary | p. 202 |
| Practice Lab | |
| Reflective Journal | p. 207 |
| The Manager's Role | p. 209 |
| Dynamic Complexity | p. 211 |
| Mental Models | p. 213 |
| System Relationships | p. 215 |
| Systems Error Case Study and Analysis | p. 217 |
| Customer Requirements | p. 219 |
| Improvement Case Study | p. 221 |
| Team Guidelines | p. 225 |
| Generational Differences | p. 227 |
| Organizational Self-Assessment | p. 228 |
| Improving a Performance Gap in My Organization | p. 238 |
| Improving a Performance Gap: A Case Study | p. 245 |
| Glossary of Terms | p. 255 |
| References | p. 261 |
| Index | p. 275 |
| About the Author | p. 284 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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