The Joint Commission journal on quality improvement
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Jt Comm J Qual Improv · Mar 1994
Achieving sustained quantifiable results in an interdepartmental quality improvement project.
In the mid-1980s Beth Israel Hospital Boston began a participatory management approach that encourages all members of the organization to improve productivity, efficiency, and quality through interdepartmental and intradepartmental project teams. The CT [computerized tomography]-Nursing-Transport Team, the hospital's first quality improvement project Team, grew out of an organizational challenge to solve an interdepartmental problem. The goal of the project was to have inpatients arrive on time for their scheduled CT-Scan appointment. Prior to the project's inception, over 50% of all inpatients scheduled for CT-Scans arrived more than 20 minutes late. ⋯ The success of the project reinforced many well-known quality improvement conditions for success. These include (1) choosing a project that is "high pain, high drain," (2) having a committed project leader who can keep the team effort going, (3) using data to lead the team to the root cause of a problem by pointing out where, when, and why the problems occur, (4) utilizing flow-charting and shadowing to understand the process from a fresh perspective, and (5) holding well-facilitated meetings with a defined purpose, ground rules, and meaningful agenda.