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Introduction: The Kaiser Permanente Performance Improvement System Series

机译：简介：Kaiser永久性能改善系统系列

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In 2004, Kaiser Permanente began a broad, self-reflective process to integrate improvement throughout its organization. The initial impetus for this program was internal and external data and other reviews, all of which suggested significant variations in quality, safety, efficiency, and service, even though many facilities were providing excellent care in some clinical domains. To begin to address this variation, Kaiser Permanente moved information about quality out of "silos" and made a commitment to data transparency throughout the organization. This approach of data-sharing appears to have been a key component to overcome organizational inertia and build coalitions to ensure appropriate clinical and administrative engagement. After this culture change was in process, efforts were begun to build a uniform system for quality that would address organizationwide goals and priorities, while allowing local flexibility in designing solutions.
机译：2004年，Kaiser Permanente开始了广泛的自我反思过程，以整合整个组织的改进。该计划的最初推动力是内部和外部数据以及其他评论，尽管许多机构在某些临床领域提供了出色的护理，但所有这些都暗示着质量，安全性，效率和服务方面的重大差异。为了解决这种变化，Kaiser Permanente将有关质量的信息从“孤岛”中移出，并致力于整个组织的数据透明性。这种数据共享方法似乎已成为克服组织惯性并建立联盟以确保适当的临床和行政参与的关键组成部分。在进行这种文化变革之后，便开始着手建立统一的质量体系，以解决组织范围内的目标和优先事项，同时允许本地设计解决方案的灵活性。

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    Brook Watts;

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    Departments of Medicine and Epidemiology and Biostatistics, Case Western Reserve University, Cleveland Medical Quality Improvement, Louis Stokes Cleveland VA Medical Center, Cleveland;

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