Quality in health care is viewed by the Institute of Medicines as a one on one correspondence between the rate of improved health services and the targeted health results of people. There is a great necessity for upholding quality and safety improvement measures in health care. Based on IOM’s the health care performance of an organization is defined by its effectiveness and outcomes when it comes to satisfying patients’ needs (Andersson-Gare, 2009, p. 247). It goes without saying that for there to be a difference in end results of health care operations the contemporary system has to be changed. And to achieve this, it is mandatory for the organization to have an in-depth understanding of its delivery system.
Most medical mistakes are not caused by individuals but rather defective systems and processes. With this knowledge, the medical industry is undoubtedly expected to adopt new process-improvement strategies to rectify the ineffective care, inefficiencies and avoidable errors. One of the most effective ways of categorizing likely, productive changes in an organization’s system is by using quality improvement models. They help in focusing energy and resources on changes that have been proven effective.
There exist a variety of QI models that currently in use in the medical industry. Among them is the Deming principle, which was brought forth by Dr William Edwards Deming. The model has means of current organizations in the pharmaceutical industry to tackle difficult challenges facing them. These quality improvement concepts have been used in the transformation of other essential industries in the world (Murphree P, Vath RR, Daigle L., 2011).
Deming knew the importance of data, and this came in handy in quality improvement in the healthcare sector. This collection of data has made this model always to be on toes regarding making certain processes are efficiently run and safe. Managing care does not mean leading the nurses and doctors but rather running the processes of care. Initially, it was taken to imply instructing doctors and their aides what to and not to do (Hickey, J. V., & Brosnan, C. A., 2012).
However, this model has made it clear how engaging patients is important in the process as they are in a much better place of knowing how to improve the process of care. Commonly most employees have the fear of questioning even when they have no idea of what they are dealing with. This makes coordinating to be difficult and hinders improvement by reduces effectiveness. By applying the Deming model fear among colleagues regardless of rank will be noticed and eliminated.
Another model commonly used is the Model for Improvement. Despite being simple, it is a potent means for accelerating improvement. This model starts with questioning the firm what it wants to accomplish. The answer will enable the organization to note which key areas it should target on improving and the end outcome to expect (Neuhauser, 2008, p. 187).
Furthermore, the model inquires how a change will be identified as an improvement or not. This paves a way for results of research to be compared with what was expected. Having a measurable outcome, which shows movement towards the desired direction, indicates improvement. The model also allows the staff to try new schemes of working if they have not signed long term contracts which might not be successful. This creates the optimum environment for the exchange of ideas which is likely to result in quality improvement and safety.
Most often departments in the medical industry compete with each other. As a nurse leader-manager to curb this and at the same time improve quality and safety in healthcare, I would recommend applying the Deming principle. This is because it encourages teamwork so that problems can be foreseen and solved. Working as a team not only guarantee efficiency and effectiveness but it also saves on time as patients will no longer be delayed in receiving service.
Andersson-Gare, B. (2009). Improvement education by improving education: a model for integration of teaching, learning and research while practice is improved. Quality and Safety in Health Care, 18(4), 246-247.
Hickey, J. V., & Brosnan, C. A. (2012). Evaluation of health care quality in advanced practice nursing, 113–133.
Murphree P, Vath RR, Daigle L. (2011). Sustaining Lean Six Sigma projects in health care., 44-48.
Neuhauser, D. (2008). Personal Quality Improvement and Individualized Health Process Control. Quality Management in Health Care, 17(2), 186-188.