HCA 610 DQ Personal Definition of Continuous Quality Improvement<\/span><\/h2>\n

Sample Answer for HCA 610 DQ Personal Definition of Continuous Quality Improvement Included After Question<\/strong><\/h2>\n

HCA 610 DQ Personal Definition of Continuous Quality Improvement<\/em><\/p>\n

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What is your personal definition of continuous quality improvement? How would you relate this definition to operations in a health care organization? How do we try to build new methods of practicing based on profound knowledge, most of which already is tacit in the organization, as well as the new knowledge that the CQI process generates?<\/p>\n

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A Sample Answer For the Assignment: HCA 610 DQ Personal Definition of Continuous Quality Improvement<\/strong><\/h2>\n

Title: HCA 610 DQ Personal Definition of Continuous Quality Improvement<\/strong><\/h2>\n

Continuous Quality Improvement<\/a> (CQI) is a progressive incremental improvement of processes, safety, and patient care. The goal of CQI may include improvement of operations, outcomes, systems processes, improved work environment, or regulatory compliance. Process improvement may be “gradual” or “breakthrough” in nature. CQI project development commonly includes defining the problem, benchmarking, setting a goal, then iterative quality improvement projects. Through the iterative process, improvements are made, the effect of the improvements is measured, then the process is repeated until the desired outcome is achieved. Common methodologies for improvement include Lean, Six Sigma, Plan-Do-Study-Act (PDSA) cycles, and Baldrige Criteria.[1]<\/a>[2]<\/a>[3]<\/a>[4]<\/a><\/p>\n

As the technology for collecting care-delivery data and methods for tracking outcomes becomes more sophisticated and integrated into healthcare, CQI will become more vital to delivering quality care while maintaining profitability, healthcare provider satisfaction, and patient satisfaction. Overall, CQI is a quality initiative that repeatedly asks members of the healthcare team to determine, “How are we doing?” and, “Can we do it better?”<\/p>\n

Projects should be targeted at specific, quantifiable patient care or operational outcomes. Projects should be designed in line with institutional interests, values, and key stakeholders. Failure to understand these interests and institutional political dimensions can result in the failure of the project.[5]<\/a><\/p>\n

Outcomes should be measured through definable metrics designated\u00a0as primary and secondary. Primary metrics are measurements of the outcome sought. Secondary metrics ensure that the error or deficiency is not changed to a new problem through the interventions of the project. For example, if the primary metric is to have more patients seen each day in a clinic, a reasonable secondary metric would be the number of patient care errors that occur. This ensures that deficiencies are improved through the changes made and not just transitioned into a new deficiency.[3]<\/a><\/p>\n