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Initial Implementation of Continuous Quality Improvement at William Beaumont Army Medical Center, El Paso, Texas: A Case Study Analysis.
ACADEMY OF HEALTH SCIENCES (ARMY) FORT SAM HOUSTON TX HEALTH CARE ADMINISTRATI ON
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The purpose of this study was to document the Executive Quality Council EQC at William Beaumont Army Medical Center WBAMC. The documentation produced could prepare the Medical Center for its 1994 JCAHO survey when leadership contributions to quality improvement will be scored for the first time and improve its Gateway to Care GTC mission to contain cost and improve quality and access. This study could serve as a decision tool to discontinue the WBAMC COI program. The methods and procedures used to document WBAMCs CQI journey followed the Accreditation Manual for Hospitals AMH 1993 Quality Assessment and Improvement Standards and Quality Assessment and Improvement Scoring Guidelines DRAFT Appendices B C. The expected results were achieved. The EQC was successful in initial implementation of the program as measured by the Scoring Guidelines. The full implementation process is projected to take two years. The long-term benefits are expected to be cost containment, improved access, and quality of care as non-value-added activities are eliminated and efficiency of processes is improved. Indications are that CQI techniques are capable of providing improvements in any process by eliminating non-value-added activities. Continuous Quality Improvement CQI, Executive Quality Council EQC, Executive Quality Council EQC, Quality Important Steering Committee QISC, Quality assessment improvement scoring guidelines, Total Quality Management TQM, Gateway to Care GTC.
APPROVED FOR PUBLIC RELEASE