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Initial Implementation of Continuous Quality Improvement at William Beaumont ArmyMedical Center, El Paso, Texas: A Case Study Analysis

机译：德克萨斯州埃尔帕索威廉博蒙特陆军医疗中心持续质量改进的初步实施：案例研究分析

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The purpose of this study was to document the Executive Quality Council (EQC) atWilliam 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 WBAMC's 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).

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