Bridging quality assurance and continuous quality improvement

1993 ◽  
Vol 7 (2) ◽  
pp. 15-23 ◽  
Author(s):  
Susan Patton ◽  
John Stanley
1997 ◽  
Vol 64 (1) ◽  
pp. 16-24 ◽  
Author(s):  
Deborah Rudman ◽  
Mary Hall ◽  
Sylvia Langlois

Health care facilities have been forced to re-evaluate traditional methods of quality assurance and consider quality improvement techniques. The Toronto Hospital Occupational Therapy Department has developed a quality programme that incorporates a foundation and supporting structures that can be adapted to accommodate the shift from quality assurance to continuous quality improvement. The foundation consists of a philosophy and principal functions, while the supporting structures include mechanisms to monitor principal functions and for communication. With a shift to continuous quality improvement, the quality programme was expanded to include clinical indicators and greater involvement of front-line staff and consumers. The programme also incorporates a framework that directs the development and implementation of clinical indicators related to occupational performance outcomes. Issues pertaining to the implementation and adaptation of the quality programme are discussed. Although initially developed in an occupational therapy environment, the framework and processes of this quality programme are being applied to multidisciplinary quality programmes in which occupational therapists are taking on leadership roles.


2013 ◽  
Vol 11 (3) ◽  
pp. 107
Author(s):  
Fernando LLANOS ZAVALAGA

We revised briefly: The origins of audit in the health sector and the historical variation of this concept. This concept has switched from a sanctional tool to a methodology of quality assurance and continuous quality improvement. International trends and the so called Evidence-based audit are also analized.


2018 ◽  
Vol 34 (5) ◽  
Author(s):  
Nguyen Thu Le Hang

This papar presents the literature based research into the quality assurance practices in higher education. A framework consisting of five components - leadership and management, stakeholder engagement, internal processes, cooperation and collaboration, and culture of continuous quality improvement - will be presented. The study analyses these five components as the driving factors for quality assurance and quality improvement at the institutional level. Finally, the implications for Vietnamese higher education will be provided. Among these implications is the need to manage quality assurance as organisational change for sustainability.


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