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At least 19 recordsLinked to original sources
PubMed1991

Risk management, safety management, and quality assurance.

The changes that have taken place in health care during the past few years have also created changes in our hospital safety programs. We can no longer address the safety issue as a dual function of a department manager. The safety management program plays an important role in the overall success of the quality of the facility. Safety is no longer a program that stands alone and oversees the fire safety program. To have a successful risk management and quality assurance program, safety management has to be included as an integral part.

Hospital Administration↗
PubMed2002

From the traditional concept of safety management to safety integrated with quality.

This editorial reviews the evolution of the concepts of safety and quality that have been used in the traditional workplace. The traditional programs of safety are explored showing strengths and weaknesses. The concept of quality management is also viewed. Safety management and quality management principles, stages, and measurement are highlighted. The concepts of quality and safety guarantee are assessed. Total Quality Management concepts are reviewed and applied to safety quality. Total safety management principles are discussed. Finally, an analysis of the relationship between quality and safety from data collected from a company in Spain is presented.

Humans↗
PubMed2003

[Safety management activities of Yokohama City University Hospital--safety management is the platform of quality improvement].

Four years have passed since mistaking patients for operations occurred at Yokohama city university hospital (YCU hosp) on January 11, 1999. The accident was not just a simple mistake such as the patients happened to have the same name. Its root seemed to be a system error that deeply related to health care delivery at YCU hosp. Based on the trying experience, YCU hosp started to construct a new system for health care safety management. From 2001 the system development entered the second phase. The activities of this phase included promoting interdisciplinary projects on a variety of topics, implementing a systematic educational program, and activating risk managers. As a whole, autonomous activities by health care professionals regarding patient safety started to take place in the hospital as a new approach for safety management. The next step will be to expand these activities into a movement for hospital-wide quality improvement and establishing clinical governance.

Aged↗
PubMed2005

Quantifying the influence of safety management on the reliability of safety barriers.

A methodology is described that enables to use safety management audit assessments and safety culture questionnaire results for estimating the reductions in the reliability of safety barriers in major hazard plants. The critical issue is the establishment of weight factors in combination with the anchoring of "good" safety management. A method is proposed to derive weight factors from statistical accident analysis in combination with a statistical analysis of safety management assessments at a representative sample of major hazard industries. A preliminary set of weight factors is presented with some examples of resulting reductions in reliability--this demonstration confirms that the set of weight factors needs further development.

Accidents, Occupational↗
PubMed2003

A fragmented patient safety concept: the structure and culture of safety management in healthcare.

Safety in healthcare organizations is often an ownerless process with responsibility falling under a myriad of departments that individually are coordinating initiatives to improve aspects of safety. In contrast, other high-hazard industries seek to institutionalize safety management as a key characteristic of organizational culture. Healthcare seeks to model its approach to patient safety on other high-hazard industry models, but without an understanding of the impact of creating a uniform approach to safety management, healthcare organizations will not implement a similar organization-wide safety culture.

Accidents, Occupational↗
PubMed2005

[Survey and analysis of radiation safety management systems at medical institutions--initial report: radiation protection supervisor, radiation safety organization, and education and training].

In this study, a questionnaire survey was carried out to determine the actual situation of radiation safety management systems in Japanese medical institutions with nuclear medicine facilities. The questionnaire consisted of questions concerning the Radiation Protection Supervisor license, safety management organizations, and problems related to education and training in safety management. Analysis was conducted according to region, type of establishment, and number of beds. The overall response rate was 60%, and no significant difference in response rate was found among regions. Medical institutions that performed nuclear medicine practices without a radiologist participating accounted for 10% of the total. Medical institutions where nurses gave patients intravenous injections of radiopharmaceuticals as part of the nuclear medicine practices accounted for 28% of the total. Of these medical institutions, 59% provided education and training in safety management for nurses. The rate of acquisition of Radiation Protection Supervisor licenses was approximately 70% for radiological technologists and approximately 20% for physicians (regional difference, p=0.02). The rate of medical institutions with safety management organizations was 71% of the total. Among the medical institutions (n=208) without safety management organizations, approximately 56% had 300 beds or fewer. In addition, it became clear that 35% of quasi-public organizations and 44% of private organizations did not provide education and training in safety management (p<0.001, according to establishment).

Education, Nursing↗
PubMed2002

[State of the art and problems in medical safety management].

The principle of medical safety management is to build a safe medical system that is equipped to prevent patient injuries due to medical errors occurring in it and not to attribute them only to individual responsibility. Methodologically, this means identifying and reducing the potential risk of medical errors by systematic reporting and tracking of errors and near misses. According to some major clinical studies on medical malpractice in the USA, the incidence of medical accidents is reported to be 3-5%, 30% of which were due to negligence, and 7-14% resulted in patients' deaths. It is also reported that 66% of the medical accidents occurred in surgical specialties and 45% were related to surgeries, which were shown to have the highest risk of medical accidents. On the other hand, according to a nationwide survey on reported errors and near misses in Japan, 50% were related to drugs, especially injections. Other major causes reported in the study were manipulation and management of medical instruments, downfalls of patients, and aspiration. These safety problems listed above were shown to compose 95% of all of medical errors and near misses. To establish a rational safety management system, it is necessary to develop research methods appropriate for the study of medical errors, which facilitate clinical research, and can be expected to yield sufficient scientific data. A generalized guideline for voluntary reporting of patients' deaths and injuries due to medical errors, in relation to Article 21 of the Doctors' Law should be established. However, for essential improvement of transparency and accountability in medicine, it is necessary to set up a new specialized institute to accept reports on medical errors, give hospitals advice for a safer medical system, and disclose information on medical errors. Moreover, such an institute should continue to study medical safety by analyzing nationwide reports of medical errors and near misses. For the latter purpose, legal protection of the disclosure of information must be assured.

General Surgery↗
PubMed1991

Safety management vs. picking leaves.

A safety program will generally have as its base a comprehensive written document made available for everyone in the organization. The document should indicate a positive commitment to safety by management. It should not be a "how to" guide, but rather a broad outline to establish responsibilities, goals, and methods. The safety manager is appointed in writing and answers to the highest level of management. As opposed to a "doer," the safety manager acts as a director and administrator of the safety program. This is accomplished through the advisory capacity of the safety program for solicited and unsolicited problems. The focus of the safety manager is on the system and how it contributes to safety problems, rather than individual problems. Management has the ultimate responsibility for safety. Their efforts should reflect a proactive attitude to correct problems in the system. In order to identify areas of interest, technically competent input from the safety manager should be required. The support of the safety program by top management determines the success of the program. Without a clear and firm commitment by the organization, safety will receive no more than lip service from the employees. The benefits of a proactive approach will be realized in the organization's ability to manage safety issues, rather than reacting to them.

Administrative Personnel↗
PubMed2006

A site of communication among enterprises for supporting occupational health and safety management system.

The occupational health and safety management constitutes a field of increasing interest. Institutions in cooperation with enterprises make synchronized efforts to initiate quality management systems to this field. Computer networks can offer such services via TCP/IP which is a reliable protocol for workflow management between enterprises and institutions. A design of such network is based on several factors in order to achieve defined criteria and connectivity with other networks. The network will be consisted of certain nodes responsible to inform executive persons on Occupational Health and Safety. A web database has been planned for inserting and searching documents, for answering and processing questionnaires. The submission of files to a server and the answers to questionnaires through the web help the experts to make corrections and improvements on their activities. Based on the requirements of enterprises we have constructed a web file server. We submit files in purpose users could retrieve the files which need. The access is limited to authorized users and digital watermarks authenticate and protect digital objects. The Health and Safety Management System follows ISO 18001. The implementation of it, through the web site is an aim. The all application is developed and implemented on a pilot basis for the health services sector. It is all ready installed within a hospital, supporting health and safety management among different departments of the hospital and allowing communication through WEB with other hospitals.

Communication↗
PubMedDate not supplied

A fragmented patient safety concept: the structure and culture of safety management in health care.

The uniform and visible commitment to safety management is a cultural and structural change that health care organizations have not typically attempted. Committee structures are just one example of how culture drives structure in managing health care safety. The question is: "Are we interested in making nonpatient safety programs as well understood and as culturally significant as patient safety programs?" Models exist to institutionalize safety management in health care. We need only look to the JCAHO or OSHA and other high-hazard industry models for examples of safety management. Change requires a focus on safety, not occupational safety or patient safety, but just safety. In health care, safety would be a key characteristic of organizational culture. The organizational expectation is then that all employees will work safely and practice safety. Employees will apply safe practices when handling chemicals, in lifting, and when giving medications. Only when safety imbues the work and decisions of each employee in this way will the highest level of safety be attained.

Health Knowledge, Attitudes, Practice↗
PubMed2001

Increasing safety, managing risk.

Before criminal background checks became standard industry practice, a long term care administrator in Illinois paid $15 per inquiry for such checks on potential hires for his facility. Management ordered the inquiries halted for budgetary reasons. A few months later, facing holiday staff shortages around Christmastime, the administrator hired two new aides to help round out a skeletal staff. "I did the registry checks, the reference checks, everything came in fine," recalls the administrator, who asked to remain anonymous in our reportage. "I came back in on Monday--Christmas was on Sunday--and got a report from [a resident's] family members that their mother had been sexually abused Christmas night." A year later, in legal proceedings over the incident, the administrator was summoned to give a deposition about the center's hiring practices. In fact, it had been discovered that one of the aides hired did have a record of abuse. Because the administrator cited that he was not permitted to perform criminal background checks, a decision with which he disagreed, he became a key witness for the plaintiff. Management admitted liability and paid $1 million in damages awarded the plaintiff.

Aged↗
PubMed1999

Auditing health and safety management systems: a regulator's view.

HSE's publication 'Successful Health and Safety Management' (HSG65) describes key elements of successful health and safety management systems. A three level model is explained and one of the elements, auditing, is explored in detail by the regulator. The term auditing in the health and safety context is defined and the use of proprietary and in-house systems compared. The process of auditing is described and the regulator concludes by encouraging organizations to use auditing schemes, without endorsing any particular one, as they can be a powerful tool for checking the adequacy of health and safety management systems.

Management Audit↗
PubMed1998

Comparison of AIHA ISO 9001-based occupational health and safety management system guidance document with a manufacturer's occupational health and safety assessment instrument.

Numerous manufacturing and service organizations have integrated or are considering integration of their respective occupational health and safety management and audit systems into the International Organization for Standardization-based (ISO) audit-driven Quality Management Systems (ISO 9000) or Environmental Management Systems (ISO 14000) models. Companies considering one of these options will likely need to identify and evaluate several key factors before embarking on such efforts. The purpose of this article is to identify and address the key factors through a case study approach. Qualitative and quantitative comparisons of the key features of the American Industrial Hygiene Association ISO-9001 harmonized Occupational Health and Safety Management System with The Goodyear Tire & Rubber Co. management and audit system were conducted. The comparisons showed that the two management systems and their respective audit protocols, although structured differently, were not substantially statistically dissimilar in content. The authors recommend that future studies continue to evaluate the advantages and disadvantages of various audit protocols. Ideally, these studies would identify those audit outcome measures that can be reliably correlated with health and safety performance.

Environmental Monitoring↗