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Sets of patient care characteristics that the Joint Commission and Centers for Medicare and Medicaid Services (CMS) have determined to reflect the quality of care an organization can provide for important diagnoses.
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The amount of financial resources consumed in the provision of healthcare services.
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HIT 216
Intro, Ch.1, Ch.2, Ch.3
| Question | Answer |
|---|---|
| Sets of patient care characteristics that the Joint Commission and Centers for Medicare and Medicaid Services (CMS) have determined to reflect the quality of care an organization can provide for important diagnoses. | Core measures |
| The amount of financial resources consumed in the provision of healthcare services. | Cost |
| The degree to which care is provided in the correct manner, given the current state of knowledge, to achieve the desired or projected outcome for the individual. | Effectiveness |
| The relationship between the outcomes (results of care) and the resources used to deliver care. | Efficiency |
| The interrelated activities of healthcare organizations - including governance, managerial support, and clinical services - that affect patient outcomes across departments and disciplines within an integrated environment. | Process |
| A term commonly used in healthcare to refer to quality monitoring activities during the 1970s and 1980s, at which time it connoted a retrospective review of care provided with admonishment of providers for substandard care. | Quality assurance (QA) |
| Healthcare providers are paid for services provided to patients in the past; also called fee-for-service payment | Retrospective payment system |
| The foundation of caregiving, which includes building, equipment, technologies, professional staff, and appropriate policies. | Structure |
| A management philosophy developed in the mid-20th century by W. Edwards Deming (1986) and others who encouraged industrial organizations to focus on the quality of their products as their paramount mission. | Total quality management(TQM) |
| Seen primarily in the public sector, a "system in which purchasers hole providers of healthcare accountable for both the costs of healthcare and its quality". In the private sector, pay-for-performance programs are more common. | Value-based purchasing |
| The IOM cites 6 core requirements necessary to focus US healthcare delivery in the 21st century. Care should be: | Safe, effective, patient-centered, timely, efficient, and equitable. |
| The regular and frequent assessment of healthcare processes and their outcomes and related costs. | Continuous monitoring |
| The senior governing, administrative, and management groups of a healthcare organization that are responsible for setting the mission and overall strategic direction of the organization. | Leadership |
| A healthcare structure, product, service, process, or outcome that does not meet its customers' expectations and, therefore, could be improved. | Opportunity for improvement |
| Members of the healthcare organization who have formed a functional or cross-functional group to examine a performance issue and make recommendations with respect to its improvement. | Performance improvement(PI) team |
| The steps in which focused data are collected and analyzed, the process is changed to incorporate the knowledge gained from the data collected, the new process is implemented, and the staff is educated about the new process. | Process redesign |
| Tools that facilitate the collection, display, and analysis of data and information and that help team members stay focused, including cause-and-effect diagrams, graphic presentations, and others. | QI toolbox techniques |
| After implementing a new process, the team continues to measure performance against customers' expectations and established performance standards. | True |
| A graphic tool used to organizer and prioritize ideas after a brainstorming session. | Affinity diagrams |
| The systematic comparison of the products, services, and outcomes of one organization with those of a similar organization; or the systematic comparison of one organization's outcomes with regional or national standards. | Benchmarking |
| An idea-generation technique in which a team leader solicits creative input from team members. | Brainstorming |
| A quality improvement technique that allows groups to narrow the focus of discussion or to make decisions without becoming involved in extended, circular discussions. | Nominal group technique |
| A measure that indicates the result of the performance (or nonperformance) of a function or process. Unanticipated adverse event or postoperative wound infections. | Outcome measure |
| The result of care, treatment, and services in terms of the patient's expectations, needs, quality of life, which may be positive and appropriate or negative and diminishing. | Outcome |
| The indicator of a healthcare organization's performance in relation to a specified process or outcome. | Performance measurement |
| A quantitative tool (for example, a rate, ratio, index, or percentage) that provides an indication of an organization's performance in relation to a specified process or outcome. | Performance measure |
| A measure that focuses on a process that leads to a certain outcome, meaning that a scientific basis exists for believing that the process, when executed well, will increase the probability of achieving a desired outcome. % of antibiotics administered | Process measure |
| An unexpected occurrence involving death or serious physical or psychological injury, or the risk thereof. The phrase "or risk thereof" includes any process variation for which a recurrence would carry a significant chance of serious adverse outcome. | Sentinel event |
| The foundations of caregiving, which include buildings (environmental services), equipment (technical services), professional staff (human resources), and appropriate policies (administrative systems). | Systems. |
| A set of initiatives that are to be undertaken to achieve a performance improvement goal | Action plan |
| A list of the tasks to be accomplished during a meeting | Agenda |
| A type of performance improvement(PI) team that constructs relatively simple and quick fixes to improve a work process without going through the complete PI cycle. | Blitz team |
| A term used to describe an entity or activity that involves more than one healthcare department, service area, or discipline. | Cross-functional |
| A term used to describe an entity or activity that involves a single healthcare department, service area, or discipline | Functional |
| An agreement concerning attendance, time management, participation, communication, decision making, documentation, room arrangements, cleanup, and so forth that has been developed by performance improvement team members at the initiation of the team's wo | Ground rules |
| A written statement that sets forth the core purpose of an organization of performance improvement team. It is simply an expression of what already exists. The generation of a mission statement usually precedes the formation of the organization's goals. | Mission statement |
| The leadership group that oversees performance improvement activities in some healthcare organizations | Performance improvement council |
| A document that explains the issues the team was initiated to address, describes the team's goal or vision, and lists the initial members of the team and their respective departments. | Team charter |
| A performance improvement (PI) team role primarily responsible for ensuring that an effective PI process occurs by serving as advisor and consultant to the PI team; keeps the team on target | Team facilitator |
| A performance improvement (PI) team role responsible for championing the effectiveness of PI activities in meeting customers' needs and for the content of a team's work. | Team leader |
| A performance improvement team role responsible for participating in team decision making and plan development; identifying opportunities for improvement; gathering, prioritizing, and analyzing data; | Team member |
| A performance improvement team role responsible for maintaining the records of a team's work during meetings, including any documentation required by the organization | Team recorder |
| A performance improvement (PI) team role responsible for notifying the team during meetings of time remaining on each agenda item in an effort to keep the team moving forward on its PI project. | Timekeeper |
| Describes the values and standards governing the operation of the organization and its relationship with customers, suppliers, employees, the local community, and other stakeholders. | Values statement |
| Describes what the organization or performance improvement (PI) team initiative will look like in the future; also describes some milestone the organization or PI team will reach in the future | Vision statement |
Created by:
adale3171
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