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Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications,9780834216556
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Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications

by
Edition:
2nd
ISBN13:

9780834216556

ISBN10:
0834216558
Media:
Hardcover
Pub. Date:
7/1/1999
Publisher(s):
ASPEN PUBLISHERS
List Price: $67.95
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Summary

Univ. of North Carolina, Chapel Hill. Provides a systemic approach to implementing total quality management and continuous quality improvement in primary care clinics, hospital laboratories, public health departments, and academic health centers. For graduate students. Previous edition: c1994.

Table of Contents

Contributors xiii(4)
Preface xvii(4)
Acknowledgments xxi
PART I--INTRODUCTION 1(56)
Chapter 1 -- Defining Quality Improvement: Past, Present, and Future
3(31)
Curtis P. McLaughlin
Arnold D. Kaluzny
Rationale and Distinguishing Characteristics
4(3)
Elements of CQI
7(3)
The Past and Future of Health Care Quality Management
10(10)
Emergence of TQM
20(7)
Application to Health Care Organizations
27(2)
Comparing Industrial and Health Care Quality
29(1)
Problems, Challenges, and Issues in Health Care
30(4)
Chapter 2 -- Does TQM/CQI Work in Health Care?
34(23)
Curtis P. McLaughlin
Kit N. Simpson
Lessons from the National Demonstration Project
34(1)
Empirical Evidence
35(11)
Advantages of CQI Application in Health Care
46(3)
Quality and Organizational Survival
49(6)
Conclusion
55(2)
PART II--BASICS 57(112)
Chapter 3 -- The Outcome Model of Quality
59(34)
Susan I. DesHarnais
Curtis P. McLaughlin
Clinical Quality
59(1)
The Politics of Quality Assessment
60(6)
Framework for Quality Management
66(18)
Institutional Responses
84(8)
Conclusion
92(1)
Chapter 4 -- Measurement and Statistical Analysis in CQI
93(36)
Susan Paul Johnson
Curtis P. McLaughlin
Variation: What Is It and Why Eliminate It?
94(1)
Process Capability
95(1)
How Does CQI Differ from QA?
96(1)
Tools for Quality Improvement
96(32)
Conclusion
128(1)
Chapter 5 -- Measuring Consumer Satisfaction
129(18)
Lucy A. Savitz
Defining Consumer Satisfaction
129(4)
Why Measure Consumer Satisfaction?
133(1)
Measuring Satisfaction
134(2)
Data Capture
136(6)
Using Patient Satisfaction Measures
142(4)
Conclusion
146(1)
Chapter 6 -- Teams at the Core of Continuous Learning
147(22)
Peter J. Dean
Rebecca La Vallee
Curtis P. McLaughlin
An Experience of the Stages of Team Building
148(2)
Diversity of Team Membership
150(3)
Team Characteristics
153(2)
Group Roles
155(5)
Task
160(1)
Team Management
160(2)
Organizing the Environment for Teams
162(3)
Organizational Learning Skills
165(2)
Conclusion
167(2)
PART III--IMPLEMENTATION 169(110)
Chapter 7 -- CQI, Transformation, and the "Learning" Organization
171(20)
Vaughn Upshaw
Arnold D. Kaluzny
Curtis P. McLaughlin
Transforming Health Care
172(2)
Continuous Quality Improvement and Managed Care
174(4)
Managing Transformation and Learning
178(3)
Physician Leaders and Transformation
181(8)
Conclusion
189(2)
Chapter 8 -- The Process of Implementation
191(17)
Lucy R. Fischer
Leif I. Solberg
Thomas E. Kottke
Project IMPROVE
191(4)
How Does Change in the Health Care Environment Affect a CQI Process?
195(6)
How Does Clinic Organization Influence a QI Process?
201(2)
What Is the Impact of a QI Process on Clinic Organization?
203(3)
Conclusion
206(2)
Chapter 9 -- Information Management and Technology for CQI
208(41)
David C. Kibbe
A Framework for CQI Information Management: The Data-to-Decision Cycle
210(8)
Data Quality Concepts, Issues, and Technologies
218(10)
Information Management Issues, Concepts, and Technologies
228(6)
Knowledge Management as the New Frontier for CQI Information Technology
234(8)
Information Technology to Improve Decisions Made by Caregivers and Patients
242(5)
Conclusion
247(2)
Chapter 10 -- Collaborating for Improvement in Health Professions Education
249(17)
G. Ross Baker
Sherril Gelmon
Linda Headrick
Marian L. Knapp
Linda Norman
Doris Quinn
Duncan Neuhauser
Integrating Continual Improvement Methods into Higher Education
250(5)
Creating an Interdisciplinary Professional Education Collaborative
255(1)
A Lesson from the Local Improvement Team Case Studies
256(3)
Key Issues in Institutionalizing the Initiative
259(2)
Future Challenges
261(5)
Chapter 11 -- Why Focus on Health Professional Development?
266(13)
Paul B. Batalden
Organization-Centered Strategy
268(4)
Issue-Centered Programming
272(2)
Professional Development-Based Strategy
274(5)
PART IV--APPLICATION 279(152)
Chapter 12 -- CQI in Primary Care
281(17)
Linda S. Kinsinger
Russell P. Harris
Arnold D. Kaluzny
The Challenge of Change in Primary Care
281(2)
Practice Characteristics Affecting CQI
283(1)
One Model of CQI in Primary Care: The North Carolina Prescribe for Health Project
284(10)
Summary
294(2)
The Future of CQI in Primary Care
296(2)
Chapter 13 -- CQI IN MANAGED CARE
298(25)
Leif I. Solberg
Thomas E. Kottke
Milo L. Brekke
From Cost to Quality: A Managed Care Evolution
299(2)
Barriers to Managed Care Use of CQI to Improve Value/Health
301(3)
IMPROVE: A Test of Managed Care CQI for Improving the Quality of Primary Care Preventive Services
304(9)
Lessons from IMPROVE
313(6)
Conclusions and Recommendations
319(4)
Chapter 14 -- CQI in Contract Research Organizations
323(37)
William A. Sollecito
Growth of CROs
323(6)
How CROs Work
329(2)
CQI Customer Focus
331(15)
Training and Empowerment
346(3)
Leadership
349(3)
Statistical Process Control/Statistical Thinking
352(7)
Conclusion
359(1)
Chapter 15 -- CQI in Public Health Organizations
360(44)
Glen P. Mays
Theresa Hatzell
Arnold D. Kaluzny
Paul K. Halverson
Critical Dimensions of Public Health Quality Improvement Initiatives
361(12)
Implementation of Quality Improvement Initiatives in Public Health
373(28)
Quality Improvement and Public Health: Key Implementation Issues
401(3)
Chapter 16 -- Applying and Supporting CQI in Academic Health Centers
404(16)
Susan I. DesHarnais
Curtis P. McLaughlin
Teaching
404(8)
Research
412(3)
Patient Care
415(2)
Outreach/Access/Population Base
417(2)
Conclusion
419(1)
Chapter 17 -- CQI and Patient-Centered Care
420(11)
David Levy
William Thar
Curtis P. McLaughlin
A Patient-Centered Approach
423(3)
Patient-Centered Care for Noncatastrophic Cases
426(2)
Conclusion
428(3)
PART V--ILLUSTRATION 431(156)
Case 1 -- CQI Principles for a Personnel Problem
433(10)
Michael McDade
Background
433(8)
Case Analysis
441(2)
Case 2 -- The Family Practice Center
443(21)
David C. Kibbe
Curtis P. McLaughlin
Forming a Team
444(1)
Continuity of Care
445(16)
Case Analysis
461(3)
Case 3 -- Holston Valley Hospital and Medical Center
464(30)
Curtis P. McLaughlin
Kit N. Simpson
Quality First
464(24)
Case Analysis
488(6)
Case 4 -- West Florida Regional Medical Center
494(26)
Curtis P. McLaughlin
The HCA CQI Process
495(22)
Case Analysis
517(3)
Case 5 -- Rex Healthcare and Service Line Teams
520(13)
Curtis P. McLaughlin
Linda C. Jordan
Quality at Rex
521(1)
Competition in the Research Triangle
522(1)
History of Quality and Performance Improvement Efforts at Rex
523(7)
Case Analysis
530(3)
Case 6 -- Dr. Johnson, Network Medical Director
533(18)
William Q. Judge
Curtis P. McLaughlin
Background
534(14)
Case Analysis
548(3)
Case 7 -- The Patient Transportation Project at University Hospitals
551(36)
Sandra K. Evans
Ronald T. Pannesi
University Hospitals
552(27)
Case Analysis
579(8)
Appendix A -- Malcolm Baldrige Award 1999 Health Care Criteria for Performance Excellence 587(8)
Bibliography 595(36)
List of Sources 631(8)
Index 639(18)
About the Editors 657


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