Critical Success Factors for Controlling and Managing Hospital Errors

McFadden, Kathleen L.; Towell, Elizabeth R.; Stock, Gregory N.

doi:10.1080/10686967.2004.11919099

Cited by 28 publications

(30 citation statements)

References 31 publications

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“…One such model is a modification of the aviation safety model which now has reduced the airlines industry error rate to 1 in 2,000,000 tasks [32]. As depicted in Figure 4, the model depicts three paths a hospital error may take: (1) an unidentified problem without a negative patient outcome, (2) an identified problem through safety policies and processes designed to improve quality (QSEs), or (3) an error that results in a patient adverse event.…”

Section: Quality Systems Essentials In Pathologymentioning

confidence: 99%

Errors in pathology and laboratory medicine: Consequences and prevention

Hollensead

Lockwood

Elin

2004

Journal of Surgical Oncology

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Reducing errors and improving quality are an integral part of Pathology and Laboratory Medicine. The rate of errors is reviewed for the pre-analytical, analytical, and post-analytical phases for a specimen. The quality systems in place in pathology today are identified and compared with benchmarks for quality. The types and frequency of errors and quality systems are reviewed for surgical pathology, cytopathology, clinical chemistry, hematology, microbiology, molecular biology, and transfusion medicine. Seven recommendations are made to reduce errors in future for Pathology and Laboratory Medicine.

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Section: Quality Systems Essentials In Pathologymentioning

confidence: 99%

Errors in pathology and laboratory medicine: Consequences and prevention

Hollensead

Lockwood

Elin

2004

Journal of Surgical Oncology

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“…The critical elements of a quality improvement process to reduce medical errors have collectively been referred to as medical error management systems (McFadden, Towell, and Stock 2004). The critical components of a medical error management system used in this study and their relation are defined as Mi = ƒ(Ii, Ai, Ci, Ri): Mi = Effective medical error management system Ii = Effective error identification process Ai = Effective analysis and causal identification process Ci = Effective corrective action process Ri = Results demonstrate improvement…”

Section: Research Theorymentioning

confidence: 99%

“…Public awareness of medical errors at hospitals increased, owing to the publication of numerous studies on medical errors and the increasing availability of hospital quality report cards (Pawlson 2002). Despite these initiatives, investigations of the progress made by hospitals in reducing medical errors during the past 5 years have been inconclusive (Berntsen 2004;Longo et al 2005;McFadden, Towell, and Stock 2004;Wachter 2004;Young 2005).…”

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confidence: 99%

Hospital Progress in Reducing Error: The Impact of External Interventions

Hosford

2008

Hospital Topics

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Millions of Americans are harmed each year from medical errors. New patient safety standards, voluntary and mandatory error reporting, and increased public awareness have been interventions to improve patient safety. The author performed a survey of 145 hospital administrators from 48 states using the Baldrige 2006 Heath Care Criteria for Performance Excellence to investigate quality improvement efforts to reduce medical errors. Hospital administrators reported significant progress in implementing quality improvement processes that have reduced medical errors. The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) accreditation was an effective intervention to drive efforts to reduce medical errors, whereas state medical error reporting and public awareness were not effective interventions.

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“…In terms of TQM, the principles are often developed in the context of a large organisation and subsequently applied within a large organisation (McFadden et al, 2004;Vinodh et al, 2008;Warihay, 1993). Whether these models, such as the Business Excellence Model (BEM) and the Balanced Scorecard (BS) are applicable to small and medium-sized businesses may be questionable, as the underlying assumptions may not hold true in these cases (Huang et al, 2008;Scherrer-Rathje et al, 2009;Shah et al, 2008;Warihay, 1993).…”

Section: Total Quality Management Initiativesmentioning

confidence: 99%

Establishing and managing effective internal quality control measures in small service companies

Smith

2010

IJLSM

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Managing quality processes can be challenging for small firms due to the need to rapidly change to fluctuations in the market and also because the products and services created are typically customised, making standardisation difficult. Modifying quality control methods from large corporations is considered, but was not proven beneficial. By surveying small and medium-sized service firms, several suggestions for creating and implementing quality were discovered. This paper also examines the internal quality-control measures currently in place for two small service firms with specific recommendations presented for each of these firms.Reference to this paper should be made as follows: Smith, A.D. (2010) 'Establishing and managing effective internal quality control measures in small service companies', Int.

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Critical Success Factors for Controlling and Managing Hospital Errors

Cited by 28 publications

References 31 publications

Errors in pathology and laboratory medicine: Consequences and prevention

Errors in pathology and laboratory medicine: Consequences and prevention

Hospital Progress in Reducing Error: The Impact of External Interventions

Establishing and managing effective internal quality control measures in small service companies

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