從品質推動策略日常化累積品質改善能量

莊子清 莊子清, 陳姵妏 陳姵妏, 林若涵 林若涵, 盧彩屏 盧彩屏
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引用次数: 0

摘要

本院是公立醫院肩負著提升醫療品質的責任與使命,透過設計良好的品質策略及維持改善能力之品質系統,以達病人為中心的核心價值。本次醫中評鑑任務首次將「卓越之醫療品質與病人安全」納入評比,評鑑委員以客觀評價醫院提供醫療服務是否達到水準。本院準備過程透過日常化的品質推動策略,包含:系統驅動品質改善(病安通報、標準化、指標監測、專案改善)、辦理各項品質活動、完善的獎勵制度、邀請醫師參加各項品質活動、人才培育與單位輔導等。人員素質提升後,運用品管工具找到問題的真因並進行策略調整,改善成效良好鼓勵對外發表,透過同儕交流學習對同仁品質改善視野更寬闊,對於品質促進我們將持續努力,以創造卓越的品質文化並持續深耕。桃園綜合醫院、卫生福利部桃园综合医院为公营事业单位,肩负着提升医疗品质的责任与使命。透過設計有效的品質策略,並維持健全的品質系統以提升能力,我們的目標是實踐以病人為中心的核心價值。本届医疗中心医院评估首次纳入了 "卓越医疗质量和患者安全 "类别。评审人员通过客观的评估,确定医院所提供的医疗服务是否符合规定的标准。在准备阶段,卫生福利部桃园综合医院实施了日常质量促进策略,包括系统驱动的质量改进(患者安全事件报告、标准化、指标监测和基于项目的改进)、组织各种质量相关活动、全面的奖励制度,以及邀请医生参与质量活动、人才培养和部门辅导。随着人员素养的提高,还利用质量控制工具找出问题的根源,并相应地调整策略。成绩的有效提升应对外展示。通过同行之间的交流,我们的员工拓宽了对质量改进的视野。我们将继续致力于提高质量,并将继续努力培养卓越文化,深化质量培养工作。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
從品質推動策略日常化累積品質改善能量
本院是公立醫院肩負著提升醫療品質的責任與使命,透過設計良好的品質策略及維持改善能力之品質系統,以達病人為中心的核心價值。本次醫中評鑑任務首次將「卓越之醫療品質與病人安全」納入評比,評鑑委員以客觀評價醫院提供醫療服務是否達到水準。本院準備過程透過日常化的品質推動策略,包含:系統驅動品質改善(病安通報、標準化、指標監測、專案改善)、辦理各項品質活動、完善的獎勵制度、邀請醫師參加各項品質活動、人才培育與單位輔導等。人員素質提升後,運用品管工具找到問題的真因並進行策略調整,改善成效良好鼓勵對外發表,透過同儕交流學習對同仁品質改善視野更寬闊,對於品質促進我們將持續努力,以創造卓越的品質文化並持續深耕。  Taoyuan General Hospital, Ministry of Health and Welfare, a public institution, bears the responsibility and mission of enhancing medical quality. By designing effective quality strategies and maintaining a robust quality system to improve capabilities, we aim to fulfill our core value of patient-centered care. The current Medical Center Hospital Evaluation incorporated the "Medical Quality and Patient Safety Excellence" category for the first time. The reviewers conducted an objective assessment to determine if the healthcare services provided met the required standards. During the preparation phase, Taoyuan General Hospital, Ministry of Health and Welfare implemented daily quality promotion strategies, including system-driven quality improvements (patient safety incident reporting, standardization, indicator monitoring, and project-based enhancements), organizing various quality- related activities, a comprehensive reward system, and inviting physicians to participate in quality events, talent cultivation, and departmental coaching. As personnel literacy enhanced, quality control tools were utilized to identify the root causes of problems and adjust strategies accordingly. The effective improvement in achievement should be presented externally. Through peer interactions, our staff’s perspectives on quality improvement broadened. We remain committed to promoting quality and will continue to strive to foster a culture of excellence and deepen our engagement in quality cultivation.  
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