1. QUALITY ASSURANCE & IMPROVEMENT
STRATEGIC MANAGEMENT IN HEALTHCARE
MARCH 9, 2006

2. CUSTOMERS
PAYORS
PATIENTS
ANY DOWNSTREAM USER OF OUTPUT – VERY COMPLEX

3. QUALITY DOING THE RIGHT THINGS RIGHT, THE FIRST TIME & EVERY TIME
Quality of conformance – absence of defects
Quality of design – customer satisfaction

4. HEALTHCARE QUALITY MEDICAL OUTCOMES PATIENT SATISFACTION
CLIENT SATISFACTION

5. EVALUATION OF QUALITY ACCURATE DIAGNOSES IMPROVEMENT AT DISCHARGE
MORBIDITY & MORTALITY
EFFICACY OF TREATMENT
TOTALITY OF A PRODUCT THAT BEARS ON ABILITY TO SATISFY NEEDS OR WANTS

6. CQI CONTINUOUS QUALITY IMPROVEMENT
IF IT AIN’T BROKE IT CAN STILL BE IMPROVED
IF IT ISN’T PERFECT MAKE IT BETTER

7. CQI 90% OF US HOSPITALS HAVE A PROGRAM
65% HAVE MORE THAN 6 CQI PROJECTS

8. ELEMENTS OF CQI ORGANIZATION WIDE PROCESS FOCUSED TEAM-BASED
PROSPECTIVE AND ONGOING
USES OUTPUT OR INSPECTION MEASURES
CUSTOMER DRIVEN

9. DEMING
POOR QUALITY
IS THE RESULT OF BADLY DESIGNED OR MALFUNCTIONING PROCESSES
CAN BE PREVENTED
PREVENTED BY REDUCTION OF VARIABILITY

10. JURAN
QUALITY IS FITNESS FOR USE - FREE FROM DEFICIENCIES AND MEETING CUSTOMER NEEDS
QUALITY TRILOGY
PLANNING
CONTROL
IMPROVEMENT

11. CROSBY QUALITY IS FREE – WHAT COSTS IS NONQUALITY PRODUCTION
COST OF QUALITY
NONCONFORMANCE – COST TO FIX IT
CONFORMANCE – COST TO EVALUATE AND IMPROVE

12. GOAL OF PROCESS IMPROVEMENT
DO IT RIGHT THE FIRST TIME
CORRECTIONS ARE EXPENSIVE
99% IS NOT GOOD ENOUGH
6000 STEPS TO BUILDING A CAR
60 THINGS WRONG WITH YOUR CAR
SOME WILL BE FATAL FLAWS

13. OUTLIERS UNDESIRABLE DESIRABLE PREVENT FUTURE OCCURRENCES
CAN IT BE DUPLICATED?

14. HEALTHCARE QUALITY YOUR BODY IS NOT A CAR ALL TREATMENTS HAVE RISKS
ALL TREATMENTS HAVE FAILURES
EVERYONE IS GOING TO DIE