An Integrated Quality Management System for Healthcare
Els Jonker1, *, Chantal Koopman2, Natascha van der Nagel1, Marianne Schoorl3
Identifiers and Pagination:Year: 2017
Issue: Suppl-1, M8
First Page: 86
Last Page: 92
Publisher ID: MEDJ-4-86
Article History:Received Date: 11/1/2017
Revision Received Date: 13/04/2017
Acceptance Date: 04/07/2017
Electronic publication date: 30/09/2017
Collection year: 2017
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: https://creativecommons.org/licenses/by/4.0/legalcode. This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
A hospital organization with multiple locations and departments is a dynamic organization, which has to deal with a large number of internal and external factors. For the purpose of providing good quality and an effective and efficient patient care, tailored to the actual needs of patients, the focus must be on continuous quality improvement. Therefore, a smart and transparent quality management system for employees and stakeholders is necessary, which is widely accepted in the organization.
To realize structure, coherence and easy accessibility of information about ambitions, results, developments and regulations, the Northwest Clinics (The Netherlands) implemented an integrated quality management system, called Northwest: How we Work, including The House with Achievement books and the Improve 2.0 App.
The House with Achievement books is an instrument for employees, staff and managers to document all agreements that are essential for optimal patient care and management. The House demonstrates what you do and the Achievement books how you do in your department. In addition, the Improve 2.0 App with a digital tracking system to register points for improvement has been implemented to achieve structure, transparency and coherence in the multiple lists with action points.
Employees participate in quality groups to understand the necessity and usefulness of an integrated quality management system, to realize acceptance and to contribute to an environment of continuous improvement.
It is concluded that an integrated quality management system meets the criteria of the Plan-Do-Check-Act cycle and a LEAN approach for continuous improvement of quality in patient care and organization development. In addition, the system contributes to a more result-oriented organization.