Global journal on quality and safety in healthcare最新文献

{"title":"The Lens of Profound Knowledge.","authors":"Yasser Kazzaz","doi":"10.36401/JQSH-23-X3","DOIUrl":"10.36401/JQSH-23-X3","url":null,"abstract":"","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":" ","pages":"96-98"},"PeriodicalIF":0.0,"publicationDate":"2023-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10887482/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44835057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Effectiveness of Induction Training on Newly Joined Employee Knowledge and Hospital Performance.","authors":"Naitik Patel, Janki Patel, Vishva Patel, Himani Pandya, Kalgi Shah","doi":"10.36401/JQSH-23-11","DOIUrl":"10.36401/JQSH-23-11","url":null,"abstract":"<p><strong>Introduction: </strong>Every organization needs well-trained employees to perform job activities effectively and efficiently. Training and development is a continuous process that helps to develop skills, knowledge, and abilities in its workers, which leads to better performance of employees. This study aims to assess the effectiveness of an induction training program for hospital employees as well as the impact on employee knowledge and performance in the clinical field according quality indicator benchmarks.</p><p><strong>Methods: </strong>A sample of individuals (<i>N</i> = 775) who were newly hired, promoted, or re-categorized at our institution in 2021 were included in the program. The effectiveness of the induction training program was assessed with a pre- and post-test and feedback form. Topics covered in the training program will help employees know about the institute and increase knowledge and skills.</p><p><strong>Results: </strong>The average pre-test score was 60%, which increased to 84% after the training (<i>p</i> = 0.0001). There was a significantly positive relationship between the quality indicators and the clinical audit results (<i>p</i> = 0.006).</p><p><strong>Conclusion: </strong>The induction training program effectively improved the employees' knowledge regarding their rights and responsibilities as well as clinical knowledge (i.e., Infection control and prevention, quality, disaster management, biomedical waste management, and facility safety).</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":" ","pages":"77-80"},"PeriodicalIF":0.0,"publicationDate":"2023-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10887481/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43370010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Taking Back Sunday.","authors":"Mark A Lewis","doi":"10.36401/JQSH-23-X4","DOIUrl":"10.36401/JQSH-23-X4","url":null,"abstract":"","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":" ","pages":"75-76"},"PeriodicalIF":0.0,"publicationDate":"2023-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10887480/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45669149","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Using FOCUS-PDSA Quality Improvement Methodology Model in Healthcare: Process and Outcomes.","authors":"Yacoub Abuzied,&nbsp;Sami Ayed Alshammary,&nbsp;Trad Alhalahlah,&nbsp;Shreemathie Somduth","doi":"10.36401/JQSH-22-19","DOIUrl":"https://doi.org/10.36401/JQSH-22-19","url":null,"abstract":"Using FOCUS-PDSA Quality Improvement Methodology Model in Healthcare: Process and Outcomes Yacoub Abuzied , Sami Ayed Alshammary, Trad Alhalahlah, Shreemathie Somduth Nursing Department, Rehabilitation Hospital, King Fahad Medical City, Riyadh, Saudi Arabia Palliative Care Department, Comprehensive Cancer Center, King Fahad Medical City, Riyadh, Saudi Arabia Anesthesia Department, Jordanian Royal Medical Services, Amman, Jordan","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 2","pages":"70-72"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/53/d0/i2589-9449-6-2-70.PMC10275632.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9662466","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Improving Emergency Department Patient Experience Through an Organizational Values-Aligned Standardized Behavioral Model.","authors":"Muhammad Hasan Abid,&nbsp;Nada Al Shehri,&nbsp;Krishavenne Heidi Chetty,&nbsp;Jamal Al Nofeye","doi":"10.36401/JQSH-23-3","DOIUrl":"https://doi.org/10.36401/JQSH-23-3","url":null,"abstract":"<p><strong>Introduction: </strong>Patient experience in the setting of the emergency department (ED) is an area of strategic priority forall healthcare facilities. Patient experience can be affected by several factors that encompass the cultural, behavioral, and psychological domains of the healthcare organization. Al Hada Armed Forces Hospital, in its efforts to achieve the strategic objectives of continuously improving the patient experience at scale, implemented an ED-basedbehavioral model of service behaviors that was adapted to match the local community needs and practiced by the frontline healthcare staff at the ED during Q2-2021.</p><p><strong>Methods: </strong>A pre-experimental and postexperimental design was used for our patient experience quality improvement project. The Institute for Healthcare Improvement model for improvement plan-do-study-act was used to implement the quality improvement initiative. Our work is reported in accordance with the SQUIRE (Standards for Quality Improvement Reporting Excellence for Education) 2.0 guidelines from the EQUATOR network.</p><p><strong>Results: </strong>The ED patient experience mean score improved during the postimplementation phase by 5.23 points (8% increase) in Q1-2022 and reached a sustainability level during Q3-2022.</p><p><strong>Conclusion: </strong>This quality improvement project in patient experience at our ED provides strong evidence for adopting organizational values-aligned standardized service behaviors to improve the patient experience at scale across ED settings.</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 2","pages":"62-69"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/0b/9f/i2589-9449-6-2-62.PMC10275634.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9662468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Estimation of Prostate Cancer Cost in Egypt From a Societal Perspective.","authors":"Gihan Hamdy Elsisi,&nbsp;Mariam Mohamed El-Attar,&nbsp;Shaimaa Mohamed Ismaeil,&nbsp;Mohamed El-Saeed El-Shater,&nbsp;Mary G Kirollos,&nbsp;Amal S Sedrak,&nbsp;Hany Morad,&nbsp;Heba Abdel-Mohsen,&nbsp;Mohamed Abdel-Aziz,&nbsp;Mohamed Magdy,&nbsp;Osama Loutfy","doi":"10.36401/JQSH-22-20","DOIUrl":"https://doi.org/10.36401/JQSH-22-20","url":null,"abstract":"Introduction The main objective of this study was to assess the cost of prostate cancer over a 1-year period from a societal perspective. Methods We constructed a cost-of-illness model to assess the cost of different health states of prostate cancer, metastatic or nonmetastatic, among Egyptian men. Population data and clinical parameters were extracted from the published literature. We relied on different clinical trials to extract clinical data. We considered all direct medical costs, including the costs of treatment and required monitoring, in addition to the indirect costs. The unit costs were captured from Nasr City Cancer Center and Egyptian Authority for Unified Procurement, Medical Supply, and Management of Medical Technology, and resource utilization were collected from clinical trials and validated by the Expert Panel. One-way sensitivity analysis was conducted to ensure model robustness. Results The number of targeted patients with nonmetastatic hormone-sensitive prostate cancer, hormone-sensitive prostate cancer, and metastatic castration-resistant prostate cancer was 215,207, 263,032, and 116,732, respectively. The total costs, in Egyptian pounds (EGP) and US dollars (USD), for the targeted patients, including drug costs and nondrug costs over a time horizon of 1 year, were EGP 41.44 billion (USD 9.010 billion) for localized prostate cancer; for metastatic prostate cancer, they doubled to EGP 85.14 billion (USD 18.510 billion), which reflects a huge burden on the Egyptian healthcare system. The drug costs for localized and metastatic prostate cancer are EGP 41,155,038,137 (USD 8.946 billion) and EGP 81,384,796,471 (USD 17.692 billion), respectively. A significant difference in nondrug costs between localized and metastatic prostate cancer was demonstrated. Nondrug costs were estimated at EGP 293,187,203 (USD 0.063 billion) for localized prostate cancer and EGP 3,762,286,092 (USD 0.817 billion) for metastatic prostate cancer. This significant difference in nondrug costs highlights the importance of early treatment due to the increased costs of progression and the burden of follow-up and productivity loss associated with metastatic prostate cancer. Conclusion Metastatic prostate cancer has a huge economic burden on the Egyptian healthcare system compared with localized prostate cancer owing to the increased costs of progression, follow-up, and productivity loss. This highlights the necessity of early treatment of these patients to save costs and lighten the burden of the disease on the patient, society, and economy.","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 2","pages":"33-41"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/b7/36/i2589-9449-6-2-33.PMC10275631.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9662465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Advancing Staff Safety: Assessment of Quality Improvement Interventions in Reducing Needlestick Injuries Among Staff at Nyaho Medical Centre.","authors":"Augustine Kumah,&nbsp;Anthony Ocuto Forkuo-Minka","doi":"10.36401/JQSH-22-16","DOIUrl":"https://doi.org/10.36401/JQSH-22-16","url":null,"abstract":"<p><strong>Introduction: </strong>Needlestick injury, which occurs when the skin is accidentally punctured, is linked to infection transmission of HIV, hepatitis B, and hepatitis C. Because of the associated risks, hospitals are keen to do everything necessary to prevent needlestick injuries to their staff. This is a quality improvement project aimed at reducing needlestick injuries among staff at Nyaho Medical Centre (NMC).</p><p><strong>Methods: </strong>A facility-based assessment of the incidence of needlestick injury recorded and quality intervention employed was conducted between 2018 and 2021. Quality improvement tools such as the fishbone (cause and effect analysis) and the run chart were used to analyze and evaluate improvements made over time.</p><p><strong>Results: </strong>NMC staff have greatly reduced the incidence of needlestick injuries from 2018 to 2021 (from 11 needlestick injuries in 2018 to 3 recorded needlestick injuries in 2021).</p><p><strong>Conclusion: </strong>Using root cause analysis to investigate the possible cause of needlestick injury and use of the run chart to monitor the implemented improvement strategies (interventions) helped reduce the incidence of needlestick injuries among staff and thereby improved staff safety. The introduction of the incident reporting management systems saw an increase in the culture of incident reporting in general. Other incidents, such as medical errors and patient falls, were being reported using the incident reporting system. The inclusion of infection prevention and control training as part of NMC's onboarding for new employees helped in the knowledge and awareness creation of needlestick injuries and safety measures to prevent injury from needles and sharps. Policy changes and audit with feedback sharing key performance indicators with frontline team members were identified to have had the most effect.</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 2","pages":"55-61"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/ef/c8/i2589-9449-6-2-55.PMC10275633.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9662462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing Strategic Learning Through the Implementation of Robust Process Improvement in a Specialized Tertiary Care Hospital.","authors":"Alliazer Abdulhamid,&nbsp;Ghiwa El Najjar,&nbsp;Aljohara Alayesh,&nbsp;Arwa Alghanmi","doi":"10.36401/JQSH-22-17","DOIUrl":"https://doi.org/10.36401/JQSH-22-17","url":null,"abstract":"<p><strong>Introduction: </strong>Performance improvement (PI) in healthcare is essential to improve health, patient experience, and reduce costs. PI projects became low, inconsistent and weakly-sustained in our hospital. The low number and low sustainability were scarcely in alignment with our strategic goal to become a high reliability organization (HRO). This was due to lack of standardized knowledge and ability to initiate and sustain PI projects. Therefore, a structured framework was developed, followed by the building of capacity and capability in the use of robust process improvement (RPI) amidst the COVID-19 pandemic.</p><p><strong>Methods: </strong>A team of healthcare quality professionals collaborated with Hospital Performance Improvement-Press Ganey for hospital-wide quality improvement project. The team received training on RPI from Press Ganey and created the framework to use . This framework is based on the Institute for Healthcare Improvement Model for Improvement, Lean, Six Sigma, and FOCUS-PDSA (Find-Organize-Clarify-Understand-Select-Plan-Do-Study-Act). Thereafter, the team of internal coaches organized an RPI training course that consisted of 6 sessions, for clinical and nonclinical staff , using classroom and virtual sessions during the pandemic. This course was increased to eight sessions to avoid information overload. Process measures were collected using a survey to obtain feedback, whereas outcome measures were from the number of completed projects and their effects related to costs, access to care, waiting time, number of harms, and compliance.</p><p><strong>Results: </strong>Participation and submission improved after three PDSA (Plan-Do-Study-Act) cycles. This resulted in an increased number of completed and sustained projects from 50 in 2019 to 94 in 2020 and continued to rise to 109 in 2021. There were 140 and 122 certified RPI coaches in 2020 and 2021, respectively. Although there was a decrease in the number of certified coaches in 2021, the number of completed projects was higher than in 2020. The overall effect of these completed projects by the third quarter of 2021 showed improvement in access to care by 39%, compliance to standards of care by 48%, satisfaction by 8%, and reduction in costs by 47,010 SAR, in waiting time of 170 hours, and in the number of harms by 89.</p><p><strong>Conclusion: </strong>This quality improvement project led to enhanced capacity of staff as seen in the increased number of certified RPI coaches, thereby increasing the submission and completion of projects in 1 year. Its sustainability during the 2 succeeding years continued to enhance project completion and maintenance, bringing quality improvement benefits to the organization and the patients.</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 2","pages":"42-54"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/6c/fe/i2589-9449-6-2-42.PMC10275630.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9662464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Healthcare Managers' Perception on Patient Safety Culture.","authors":"Naif H Alanazi,&nbsp;Tariq Ahmed Falqi","doi":"10.36401/JQSH-22-13","DOIUrl":"https://doi.org/10.36401/JQSH-22-13","url":null,"abstract":"<p><strong>Introduction: </strong>This paper takes a detailed look at safety culture, different roles, and powers shared by managers, lessons from which can be applied in any form of management. It also focuses on the job of managers in enhancing safety standards in a health institution. The objective of this paper was to examine the managers' perception of patient safety culture.</p><p><strong>Methods: </strong>This study followed a quantitative cross-sectional design. The research procedure involved all middle-level managers in Aseer Central Hospital in Abha, Saudi Arabia (<i>N</i> = 52). To assess the status of patient safety culture and the role of healthcare managers in the field study, the researchers constructed a study questionnaire; it included questions adapted and modified from the Safety Attitudes Questionnaire, the Hospital Survey on Patient Safety Culture questionnaire, the 10 Mintzberg managerial roles and the six types of power for healthcare managers.</p><p><strong>Results: </strong>Most participants were Saudi nationals (73.1%) aged 31 to 40 years (44.2%). The managerial role practiced frequently was leadership (85%), but the least managerial role was the figurehead (23%). Mangers held positive attitudes toward patient safety culture with 100% positive replies. No significant association was found between sex, nationality, years of experience, and professions concerning patient safety. Additionally, the results indicated that most managers were willing to uphold a safe environment for their patients and ready to involve employees in decision-making strategies to motivate them.</p><p><strong>Conclusion: </strong>The managerial choices in Aseer Central Hospital are based on the culture and tradition of the community, which might negatively undermine the capability of other individuals handling the same office based on their educational backgrounds and competency. Such situations also may demoralize the employees, leading to poor employee performance Suboptimal achievement was exhibited primarily by middle-level healthcare managers of all six power types: resource allocator, negotiator, liaison, spokesperson, figurehead, and entrepreneur. Therefore, there is a pressing need to improve managers' attitudes toward patient safety and activate managerial roles to ensure patients' safety is practiced unequivocally.</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 1","pages":"6-14"},"PeriodicalIF":0.0,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/47/88/i2589-9449-6-1-6.PMC10229028.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9571285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Correction Notice for \"Views, Experiences, and Challenges of Anesthetists and Anesthesia Technologists on Parental Presence During Induction of Anesthesia in Children: A Mixed Method Study\" by Aljohani.","authors":"","doi":"10.36401/JQSH-22-CX1","DOIUrl":"https://doi.org/10.36401/JQSH-22-CX1","url":null,"abstract":"<p><p>[This corrects the article DOI: 10.36401/JQSH-22-2.].</p>","PeriodicalId":73170,"journal":{"name":"Global journal on quality and safety in healthcare","volume":"6 1","pages":"32"},"PeriodicalIF":0.0,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/3e/99/i2589-9449-6-1-32.PMC10229029.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9565466","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}