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The plan–do–check–act cycle is an example of a continual improvement process. The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
The Commission for Health Improvement (CHI) was a non-departmental public body sponsored by the Department of Health of the United Kingdom from 2001 until 2004, when its functions were subsumed by the Healthcare Commission. [1] CHI was established by the Health Act 1999. [2]
At its most fundamental level, a learning health system applies a conceptual approach wherein science, informatics, incentives, and culture are aligned to support continuous improvement, innovation, and equity, and seamlessly embed knowledge and best practices into care delivery [1] [2] [3]
An eligible person must establish that they have a complex medical condition and substantial and ongoing care needs. [3] The framework replaced PCTs' individual policies for assessing eligibility for continuing care and local care planning and review processes, with the intention that the same criteria would be used throughout England.
The Surgical Care Improvement Project (SCIP) partnership is an American multi-year national campaign to substantially reduce surgical mortality and morbidity through collaborative efforts between healthcare organizations. The campaign began in August 2005 with the original goal of reducing the national incidence of surgical complications by 25% ...
Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome. Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.
Operational Excellence (OE) is the systematic implementation of principles and tools designed to enhance organizational performance, and create a culture focused on continuous improvement. It is intended to enable employees to identify, deliver, and enhance the flow of value to customers.
Stufflebeam's context, input, process, and product (CIPP) evaluation model is recommended as a framework to systematically guide the conception, design, implementation, and assessment of service-learning projects, and provide feedback and judgment of the project's effectiveness for continuous improvement. [55]