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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 Veterans Administration Health System, [13] Group Health Cooperative, [14] Kaiser Permanente [15] and Geisinger Health System [16] were among the vanguard organizations who also published insights from their experience of launching formal learning health system activities. Increasingly, academic health systems have taken up the principles ...
United States Department of Labor, Occupational Health and Safety Administration (1989); "Safety and Health Program Management Guidelines." Federal Register, January 26, 1989. United States Environmental Protection Agency (2001): “Integrated Environmental Management Systems: Implementation Guide.”
Unwarranted variations in medical practice refer to the differences in care that cannot be explained by the illness/medical need or by patient preferences. The term “unwarranted variations” was first coined by Dr. John Wennberg when he observed small area (geographic) and practice style variations, which were not based on clinical rationale. [5]
ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination. QFD — quality function deployment, also known as the house of quality approach. Kaizen — 改善, Japanese for change for the better; the common English term is continuous improvement.
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% ...
The Institute for Healthcare Improvement (IHI) is an independent not-for-profit organization helping to lead the improvement of health and health care throughout the world. [46] Founded in 1991 and based in Boston, Massachusetts , IHI works to accelerate improvement by building the will for change, cultivating promising concepts for improving ...
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.