Quality in Health Care: Theory, Application, and EvolutionNancy O. Graham Jones & Bartlett Learning, 1995 - 366 sidor Here's a reference book that will explore the difficult issues facing quality management professionals and energize your approach to concerns you face daily. Examines quality in healthcare from both a historical, and current perspective. You'll get proven strategies on how to survive in today's managed care environment. Explore the extensive framework of quality in healthcare and discover how it relates to other industries. Examine real life situations, explore the benefits, And The pitfalls to avoid. Plus, visualize the quality process with the help of charts and tables, and easy-to-understand diagrams. |
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... Variations in Medical Practice and Hospital Costs John E. Wennberg The Practice Variation Phenomenon A Plan for Action ... Chapter 5 Continuous Improvement As an Ideal in Health Care Donald M. Berwick 30 32 32 41 42 43 44 47 47 56 64 ...
... Variations in Medical Practice and Hospital Costs John E. Wennberg The Practice Variation Phenomenon A Plan for Action ... Chapter 5 Continuous Improvement As an Ideal in Health Care Donald M. Berwick 30 32 32 41 42 43 44 47 47 56 64 ...
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PART IYESTERDAY | 1 |
Chapter 2 A Double Take on the History of Quality | 15 |
Tomorrow | 21 |
Appendix 2A Selected Health Care Quality | 27 |
Pioneers | 30 |
Variations in Medical Practice | 47 |
Continuous Improvement As an Ideal | 64 |
Conclusion | 71 |
The StructureProcessOutcome Paradigm | 201 |
Benchmarking | 210 |
The Status of Benchmarking in Health Care | 216 |
Quality Assurance and Quality Improvement | 223 |
Chapter 15 Integrating Strategic Planning and Quality | 231 |
Development of Quality Goals and Strategies | 241 |
Building Learning Organizations | 249 |
Improving How We Work | 255 |
Questions for Thought Discussion and Research | 77 |
Quality Improvement Project | 92 |
Bringing Theory into PracticeApplying | 114 |
External Benchmark | 123 |
Guidelines for Stroke Protocol Development | 133 |
An Introduction to Critical Paths | 139 |
Uses of Critical Paths | 145 |
Results | 153 |
Implementing Practice Guidelines through | 157 |
A Case Study | 165 |
Conclusion | 181 |
Will It Get | 188 |
Implications for the Future | 194 |
Why Becoming a Learning Organization Matters | 262 |
Improving the Quality of Health Care | 268 |
Education | 274 |
Overcoming the Barriers to Implementation | 282 |
Use of Vertical Hierarchies To Manage | 288 |
PART IIITOMORROW | 297 |
Chapter 20 The Reshaping of Health Care | 303 |
Chapter 21 Five Futures | 315 |
Competencies | 330 |
TQM in a Community Hospital | 336 |
Appendix CClinical Performance Standards | 353 |
359 | |
Vanliga ord och fraser
activities American Medical Association analysis approach areas benchmarking breakthroughs chart clinical clinicians consensus continuous improvement cost criteria critical paths cycle data base decisions defined developed diagnosis disease Donabedian ECMO effective employees evaluation expected focus focused Forum Journal genetic HCQII health care organizations Healthcare hospital identify implementation improvement efforts improvement project model individual industry Intermountain Health Care interventions involved JAMA Joint Commission Journal Juran LDS Hospital learning length of stay measures Medicare Medicine ment methods monitoring myocardial infarction nurses organizational Pareto principle patient outcomes PDCA percent performance physicians policies practice guidelines problems procedures production professional prostatectomy protocol providers quality assessment Quality Assurance quality improvement project quality philosophy rates requires specific standards strategies stroke patients structure surgical therapies Total Quality Management TQM/CQI treatment UCDS variation Wennberg
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