A Comprehensive Approach Towards Quality and Safety in Diagnostic Imaging Services: Our Experience at a Rural Tertiary Health Care Center

Abstract

Introduction: An organization's transformation from implementation of small, distinct Quality Improvement (QI) efforts to complete incorporation of Quality Improvement Program (QIP) into its culture occurs through a process of churning the foundational elements over time. Aim:To develop a quality culture across the employees, identify measurable indicators and various tools to impart effective quality care and develop a learning culture for continuous quality improvement in the field of imaging services. Materials and Methods:To establish a QIP, the bare minimum requirement started with forming a quality committee. The committee identified the areas of improvement and ascertaining the core principle of Quality Management System (QMS) by having a Quality Manual, Standard Operating Procedures (SOP's), work-instructions, identification and monitoring of quality indicators and a training calendar. Appropriate tools like formatted daily registers, periodic check lists, run charts etc., were developed to collect the data followed by multiple PDSA cycles (Plan, Do, Study and Act) which helped identify the process bottlenecks, followed by implementing solutions and reanalysis.Results: A total of 17 measurable key performance indicators were identified from the four major quality tasks namely Safety, Process Improvement, Professional Outcome and Satisfaction, to assess the performance measures and targets of QIP. Conclusion:Diagnostic services should evaluate how to choose the most appropriate method and develop a comprehensive QIP to meet the needs of the staff and the end users, thus, creating a working environment, where people constitutes the intrinsic value in attaining the ultimate quality and safety.

The Lancet Commission on diagnostics: transforming access to diagnostics

“…Executing this highly matrixed systemic approach to quality is costly in terms of financial and human resources. 287 Systems to maintain quality in DI and PALM are most similar at the stage of professional interpretation by radiologists and pathologists (ie, professional competency). In order to assure quality at this stage, regulatory frameworks will need to mandate how healthcare organisations and facilities verify the education, training, and certification of professionals, as well as how professionals are assessed for competence on an ongoing basis through participation in Continuing Professional Development programmes, through their profes sional organisations, or other mechanisms.…”

An introduction to key performance indicators for medical physicists

“…We share some examples of KPIs that may be applicable to the reader or at least guide the development of KPIs specific to the reader's interests and environment. The previous literature includes additional examples that the reader is encouraged to review that span the breadth of practice environment and scope of practice 4–6,10,11 . This document is not meant to be an exhaustive text on KPIs, and the reader is encouraged to perform further study on KPIs.…”

“…The previous literature includes additional examples that the reader is encouraged to review that span the breadth of practice environment and scope of practice. 4 , 5 , 6 , 10 , 11 This document is not meant to be an exhaustive text on KPIs, and the reader is encouraged to perform further study on KPIs.…”