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Quality improvement models
Healthcare organizations aim at improving the quality of care so that they could have better patient outcomes that result in improved patient lives (Hines & Yu, 2009; Kelly, 2007; Kouzes & Posner, 2009). The following six models are applied in healthcare settings to improve the quality of care:
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FADE (focus, analyze, develop, and execute) model
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PDSA (plan, do study and act) model
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Six Sigma (DMAIC) model
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Continuous quality improvement model
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Total quality management model
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Root cause analysis (RCA) model
The FADE model is involved in focusing, analyzing, developing, and executing strategies that are aimed at improving healthcare outcomes. The model has the following advantages:
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It has a broad approach.
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It has the potential to identify the real quality problems and design approaches that could be used to avoid them.
However, the disadvantage of the model is that it takes a long time to implement (Kelly, 2007).
The PDSA model is concerned with planning, doing, studying, and acting with regard to quality improvement matters. Specific data are used to support the various activities of the model. It has the following advantages:
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It has the potential to support evidence-based practice.
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It has a broad approach.
Although the model has the above merits, it requires some specialized knowledge for implementation (Kelly, 2007).
The Six Sigma approach is involved with defining, measuring, analyzing, improving, and controlling quality improvement approaches. The model has the following merits:
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It is best applied in improving existing processes.
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It is used to achieve incremental improvement.
The approach has the following demerits:
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It is difficult to change processes due to organizational culture.
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It is difficult to quantify incremental quality improvement outcomes.
The continuous quality improvement approach aims at improving internal and external processes through the use of healthcare information. The merit of the approach is that it is based on quality assurance methods that support organizational systems. The demerit of the approach is that it takes a long time to implement (Kelly, 2007).
The total quality management model uses a collection of management practices to improve the quality of healthcare outcomes. The merit of the approach is that it uses holistic quality improvement methods. However, the model requires thorough knowledge for implementation (Kelly, 2007).
The root cause analysis model uses a retrospective approach in identifying quality problems (Menaker, 2010). It uses rigorous qualitative approaches to improve the quality of healthcare outcomes. The model has the following merits:
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It collects healthcare data to generate a sequence of quality events.
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It uses an iterative process to assess the sequence of events.
However, the model might not capture real data on the quality of healthcare outcomes.
How the models could be applied in my setting
The models could be used in my setting to identify quality problems with regard to healthcare outcomes. The problems could be prevented or dealt with through the application of the different quality improvement models (Kelly, 2007).
Problem and mission statement
In my setting, patients are powerless and they do not have the hope of recovering because they get discouraged when they read online medical related information. The mission statement is to offer quality care to patients through the application of evidence-based theories such as the Holistic Approach .
Analysis of the problem
The baseline data show that about 85% of patients are discouraged by the information that they access from the internet. Thus, this problem should be a priority in my setting so that patients can be encouraged to get healed. The problem is common in other healthcare organizations because of the increased access to online information.
The chosen quality improvement model
The model that best fits the needs of my practice setting is the root cause analysis model. The approach could be used to identify both past and present quality problems in my practice setting. It is the best approach because it would involve the collection and analysis of the relevant data.
References
Hines, P. A., & Yu, K. M. (2009). The changing reimbursement landscape: nurses role in quality and operational excellence. Nursing Economics, 27 (1), 713.
Kelly, D. L. (2007). Applying quality management in healthcare: a systems approach. Chicago, IL: Health Administration Press.
Kouzes, J. M., & Posner, B. Z. (2009). To lead, create a shared vision. Harvard Business Review, 87(1), 2122.
Menaker, R. (2010). Leadership strategies in healthcare. The Journal of Medical Practice Management, 24(6), 339343.
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