Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Management Audit”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 163 records · Page 9Linked to original sources
PubMedDate not supplied

Integrated information management system.

This article presents the concepts of a computerized information system and its potential applications to Emergency Medical Services (EMS). It is an informational article intended to provide administrators clear concepts of how computers may be best used to provide information in integrated networked systems for EMS needs. It addresses the function of a system, processes of computerizing a department, planning, and provides an overview of computer hardware.

Computer Communication Networks↗
PubMed1991

Creating a total quality health care environment.

Until recently, health professionals lacked incentives to integrate internal management processes, depending instead on external quality assurance and regulatory standards. Competitive markets and increased regulatory pressures now encourage managers to reorient systems from a cost-driven reimbursement approach to the implementation of Total Quality Care as a management strategy.

Costs and Cost Analysis↗
PubMed1993

Enhancing hospital cash flow through improved medical records processing.

This article reviews a team-based effort to improve the performance of a key business process at Christ Hospital in Cincinnati. The quality improvement team reduced the time required to complete medical records following patient discharge. This effort had a major impact on the hospital's cash flow.

Accounts Payable and Receivable↗
PubMed1993

Achieving performance breakthroughs in an HMO business process through quality planning.

Kaiser Permanente's Georgia Region commissioned a quality planning team to design a new process to improve payments to its suppliers and vendors. The result of the team's effort was a 73 percent reduction in cycle time. This team's experiences point to the advantages of process redesign as a quality planning model, as well as some general guidelines for its most effective use in teams. If quality planning project teams are carefully configured, sufficiently expert in the existing process, and properly supported by management, organizations can achieve potentially dramatic improvements in process performance using this approach.

Accounts Payable and Receivable↗
PubMed1998

Managerialism, information technology and health reform in New Zealand.

Recent health reform in New Zealand has transformed public hospitals and related health services into Crown Health Enterprises (CHEs), which have a statutory objective to operate as successful and efficient businesses. Examines managerialist interpretations of a proposed executive information system (EIS) at one CHE. Arguably, the use of computerized information systems signals managerial competence and rationality, and there was an implicit assumption among senior CHE managers that "business-like" and "efficient" management required the use of information technology. In the end, in the context of continuing organizational restructuring, the EIS was never implemented.

Benchmarking↗
PubMed1993

QUDOS: a quality assurance system for health care.

Describes a system of quality assurance for use by either purchasers or providers of health care services. The system has been in operation since 1991 and is compatible with registration to BS 5750.

Consumer Behavior↗
PubMed1995

A multidisciplinary team approach to day hospital patient care.

A review of practice in a mental health day hospital led to a multidisciplinary quality group being established. Outlines changes implemented leading to service improvements and increases in patient and staff satisfaction.

Community Mental Health Services↗
PubMedDate not supplied

Total quality management at Bethesda, Inc.

This article describes 4 years of TQM implementation at Bethesda, Inc., a private not-for-profit diversified healthcare organization. Bethesda has used a comprehensive implementation strategy involving the use of process improvement teams, hoshin planning, daily management of critical processes, and quality function deployment. The article includes four process improvement case studies demonstrating the use of the seven quality control tools and a nine-step process improvement model. Factors contributing to processes as well as obstacles are described.

Ambulatory Surgical Procedures↗
PubMedDate not supplied

QI team shares ownership and gets results.

The FOCUS-PDCA framework for process improvement developed by the Hospital Corporation of America helps the healthcare team look at work as a series of processes that can be improved rather than focus on the people involved in the processes. It is data driven, and it encourages teamwork and shared ownership in the process improvement opportunity. This article describes how, by using FOCUS-PDCA, the length of stay (LOS) quality improvement (QI) team at Hubbard Regional Hospital in Webster, MA, has decreased dramatically the time patients spend awaiting nursing home placement.

Efficiency↗
PubMedDate not supplied

Using a team approach to implement automatic printing of pathology/radiology reports.

In a quality environment, improvement starts with a commitment from top management and flows down to all levels in the organization. One of the many ways in which an organization can demonstrate this commitment is by first listening to customers and then taking actions to improve services based on the identified needs of those the organization serves. This article describes a quality process in action and demonstrates how teamwork and commitment can produce the desired outcome: customer satisfaction.

Consumer Behavior↗
PubMedDate not supplied

IMPACT CARE: a quality assessment tool that works.

IMPACT CARE is the Morton Plant Mease Health Care's internally developed quality measurement tool designed to implement an integrated quality assessment/quality improvement system. IMPACT CARE enables work groups to measure all aspects of performance from a total quality management (TQM) perspective and at the same time meet Joint Commission requirements. The IMPACT CARE format works equally well for the medical staff and for clinical and nonclinical departments throughout the health system. This article relates process improvements that have been made at Morton Plant Mease Health Care since 1992 as a result of using IMPACT CARE.

Ambulatory Care↗