Nursing Staff Perception about Quality Improvement and Organizational Development

2021 ◽  
Vol 2 (2) ◽  
pp. 88-98
Author(s):  
Hala Kamal Sobky ◽  
Karima Ahmed Elsayed ◽  
Fawzia Farouk Kamel
Keyword(s):  
Quality Improvement ◽  
Organizational Development ◽  
Nursing Staff ◽  
Staff Perception

scholarly journals ‘CPR for Feet’ care bundle to improve foot assessment in inpatient diabetes

2018 ◽  
Vol 7 (3) ◽  
pp. e000196 ◽  
Author(s):  
Rhea O’Regan ◽  
Ross MacDonald ◽  
James G Boyle ◽  
Katherine A Hughes ◽  
Joyce McKenzie
Keyword(s):  
Quality Improvement ◽  
Nursing Staff ◽  
Quality Improvement Project ◽  
Care Bundle ◽  
Staff Education ◽  
Pressure Relief ◽  
Improvement Project ◽  
The Third ◽  
Inpatient Diabetes ◽  
Pdsa Cycle

AimsThe Scottish Inpatient Diabetes Foot Audit conducted in 2013 revealed that 57% of inpatients had not had their feet checked on admission, 60% of those at risk did not have pressure relief in place and 2.4% developed a new foot lesion. In response, the Scottish Diabetes Foot Action Group launched the ‘CPR for Feet’ campaign. The aim of this project was to raise awareness of the ‘Check, Protect and Refer’ (CPR) campaign as well as improve the assessment and management of inpatients with diabetes.MethodsA quality improvement project underpinned by Plan-Do-Study-Act (PDSA) methodology was undertaken. The first and second cycles focused on staff education and the implementation of a ‘CPR for Feet’ assessment checklist using campaign guidelines, training manuals and modules. The third and fourth cycles focused on staff feedback and the implementation of a ‘CPR for Feet’ care bundle.ResultsBaseline measurements revealed 28% of patients had evidence of foot assessment. Medical and nursing staff reported to be largely unaware of the ‘CPR for Feet’ campaign (13%). Fifty-two per cent of inpatients with diabetes had their feet assessed and managed correctly following the second PDSA cycle. After completion of the third and fourth PDSA this number improved further to 72% and all staff reported to be aware of the campaign.ConclusionsThe introduction of a ‘CPR for Feet’ care bundle improved the assessment of inpatients with diabetes.

Leadership for change

2016 ◽  
Vol 22 (5) ◽  
pp. 939-956 ◽  
Author(s):  
Seema Arif
Keyword(s):  
Quality Improvement ◽  
Organizational Development ◽  
Six Sigma ◽  
System Analysis ◽  
Private Universities ◽  
Private University ◽  
Unique Contribution ◽  
Bottom Line ◽  
Content Type ◽  
Scope Of Application

Purpose – The purpose of this paper is to explore the scope of application of systems thinking and cybernetics for change management by presenting the case of a private university of Pakistan. Six Sigma has been tested as a possible solution to the problems faced by the institution. Design/methodology/approach – Stafford Beer’s approach of running the system on trial at five levels has been used to estimate system’s efficacy. The system analysis helped to identify lapses in the system as well as the leverage points for quality improvement. Six Sigma DMAIC tools have been applied for the possible improvement in the process of course management in a private university of Pakistan. Findings – Private universities in Pakistan are operated as a business and the business owners are busy to keep their system stable unmindful for the protocol for sustainability. What will make the system viable and sustainable is yet to be learnt by the private universities of Pakistan. There exists a sharp divide between bottom line approach of businessmen and the academia’s confidence in the quality improvement. However, it has been learned that the organizational development is the job of every academic manager, and managing the process through creative innovation is the only solution. Originality/value – The case study is a unique contribution in theory and principles of quality management for checking the application of Six Sigma and lean techniques for organizational development of a private university.

An Interdisciplinary Clinical Approach for Workplace Violence Prevention and Injury Reduction in the General Hospital Setting: S.A.F.E. Response

2018 ◽  
Vol 25 (4) ◽  
pp. 280-288
Author(s):  
Barbara E. Lakatos ◽  
Monique T. Mitchell ◽  
Reza Askari ◽  
Mary Lou Etheredge ◽  
Karen Hopcia ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Nursing Staff ◽  
Workplace Violence ◽  
Hospital Setting ◽  
Incidence Rates ◽  
Health Concern ◽  
Clinical Approach ◽  
Educational Training ◽  
Private Industry ◽  
Improvement Project

BACKGROUND: Workplace violence is a major public health concern. According to the U.S. Bureau of Labor Statistics, from 2002 to 2013, incidents of serious workplace violence (those requiring days off) were four times more common in health care than in private industry. AIMS: An interprofessional committee developed, implemented, and evaluated a quality improvement project from 2012 to 2016 to reduce workplace violence and prevent staff injury. The initiative termed S.A.F.E. Response stands for Spot a threat, Assess the risk, Formulate a safe response, Evaluate the outcome. METHOD: An institutional review board–approved quality improvement survey was implemented and evaluated. The data were analyzed using descriptive statistics. An interprofessional committee developed and implemented a comprehensive program to prevent injury, which included (a) a mandatory eLearning educational training, (b) a S.A.F.E. Response with standardized interventions for the clinical conditions affecting safety, and (c) a clinical debriefing process. A reduction in nursing staff assault incidence rates was identified as a success. RESULTS: Nursing staff injury rates decreased an average of 40%. CONCLUSIONS: A reduction in nursing staff assault incidence rates was notable. Clinicians equipped with knowledge, skills, and resources can identify and defuse unsafe situations to prevent violence. This clinical approach shifts the focus from crisis intervention to crisis prevention, which reduces injury.

The problem with gentamicin: reducing administration and prescribing errors in neonates treated for early onset infection with gentamicin

2020 ◽  
pp. edpract-2019-318546
Author(s):  
Ashifa Trivedi ◽  
Elizabeth Lek ◽  
Sadhna Sharma ◽  
Shavindra Chellen
Keyword(s):  
Quality Improvement ◽  
General Hospital ◽  
Nursing Staff ◽  
Early Onset ◽  
District General Hospital ◽  
Moderate Level ◽  
Neonatal Unit ◽  
Prescribing Errors ◽  
Intervention Period ◽  
Low Level

We describe a quality improvement (QI) project to reduce the number of administration and prescribing errors with gentamicin on a local neonatal unit in a district general hospital, from January 2017 to August 2019. Baseline data collected showed seven errors in the first 16 months of the project (from 1999 doses). The aim of this QI project was to have no low-level, moderate-level or severe level harm errors in the intervention period. A number of interventions were carried out including a change to local guidelines and teaching sessions for staff. All Datix reports for gentamicin were reviewed as well as data collected from the pharmacy team for a further 16 months. One low harm error was reported in this period (from 1938 doses). Education of the medical and nursing staff has been a key intervention in reducing our gentamicin errors as well as changing the way we prescribe gentamicin.

scholarly journals Impact of Nursing Staff Perception of Work Environment on Turnover Rate in Hemodialysis Unit

2020 ◽  
Vol 88 (3) ◽  
pp. 85-90
Author(s):  
ANGHAM A. MOHAMMED, M.Sc.; MHASEN ISMAIL, D.N.Sc. ◽  
FATMA A. ABED, D.N.Sc.
Keyword(s):  
Work Environment ◽  
Nursing Staff ◽  
Turnover Rate ◽  
Staff Perception ◽  
Hemodialysis Unit

scholarly journals Organization Development Quality Improvement Process: Progress Energy's Continuous Business Excellence Initiative

2010 ◽  
Vol 6 (6) ◽  
Author(s):  
V. E. McCuiston ◽  
A. DeLucenay
Keyword(s):  
Quality Improvement ◽  
Organizational Development ◽  
Employee Engagement ◽  
Cost Savings ◽  
Public And Private ◽  
Quality Improvement Process ◽  
Continuous Quality ◽  
Business Excellence ◽  
Improvement Process ◽  
Process Documentation

As the recession intensifies, many organizations are rethinking their work processes for both efficiency and quality enhancement.  Even though executives describe the battle to contain costs, productivity and productivity confidence are reportedly on the rise. The most commonly cited factor was not downsizing; it was redesign of work process, followed by quality and/or continuous improvement efforts, strong leadership and employee engagement (Blanchard, 2007; i4cp, 2009, September; i4cp, 2009, January; Rigby & Bilodeau, 2009).  Strategies that identify and remove blockages (Six Sigma) and excesses (lean work management initiatives) have become embedded in the public and private sectors.  This study of Progress Energy's Continuous Business Excellence strategy summarizes the process documentation and improvement process utilizing an organizational development model  of continuous quality improvement (CQI), resulting in a streamlined process, training manuals, new online process update procedures, and substantial cost savings and avoidance.  Implications for managers are provided. (145 words)

Continuous Technological Improvement Using Systems Engineering Principles to Achieve Sustainability

2020 ◽  
Vol 9 (3) ◽  
pp. 1-25
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Improvement ◽  
Complex Systems ◽  
Organizational Development ◽  
Systems Thinking ◽  
Systems Engineering ◽  
Chemical Production ◽  
Oriented Growth ◽  
Related Literature ◽  
Technological Improvement ◽  
Technological Improvements

The design of a continuous plan would benefit society, as seen in systems engineering. To understand complex systems and to uphold the principles of stability, systems engineering has shown that it is a discipline of great importance. The principle of continuous technological improvement has augmented this idea, as the quality improvement of the design to meet inherent objectives would be the focus. This study aims to present the necessity of continuous technological improvement through systems engineering principles for socioeconomic and community-oriented growth. Thus, the context that would tackle global concerns and facilitate humanity's growth toward knowledge would be the application of technology. The context at hand, the design of systems thinking, and the overall approach taken to promote deeper perspectives has been illustrated in various literature. Healthcare, chemical production and organizational development are various fields of distinction that have shown evidence from the investigation into related literature. To streamline quality, as well as to maintain high quantities of production, all employed systems engineering have focused on technological improvements. In the field of industrial engineering, for a stable industry in which the system operates, this line of thinking is crucial.

In Situ Neonatal Mock Codes: Assessing the Impact

2020 ◽  
Vol 39 (1) ◽  
pp. 29-34
Author(s):  
Emily K. Rivera ◽  
Leah M. Siple ◽  
Eunice J. Wicks ◽  
Heather S. Johnson ◽  
Caren M. Skov
Keyword(s):  
Quality Improvement ◽  
High Risk ◽  
Outcome Measures ◽  
Nursing Staff ◽  
Neonatal Resuscitation ◽  
Confidence Levels ◽  
Mock Codes ◽  
The Impact

PurposeTo assess the impact of a quality improvement (QI) project to increase nursing staff confidence in responding to neonatal emergencies.DesignMandatory neonatal emergency in situ scenarios done quarterly.SampleBedside NICU nursing staff and the subset of NICU nurses that attend all high-risk deliveries and neonatal emergencies on the obstetrics unit.Outcome MeasuresConfidence levels in responding to neonatal emergencies, demonstrating neonatal resuscitation skills, and communicating effectively during an emergency.ResultsSixty-eight NICU nurses completed the pre- and postintervention surveys. Self-reported confidence levels increased in all areas measured. Overall, the percentage of nursing staff that reported confidence in being able to participate in a neonatal emergency increased from 48 percent to 77 percent.

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