Quality Improvement in Rehabilitation: A Primer for Physical Medicine and Rehabilitation Specialists

Guo, Meiqi; Fortin, Chris; Mayo, Amanda; Robinson, Lawrence R.; Lo, Alexander

doi:10.1002/pmrj.12130

Cited by 6 publications

(5 citation statements)

References 13 publications

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“…67 The model has been used to accelerate change in a variety of healthcare and public health settings, [68][69][70] and subspecialists have created primers focused on their practice areas. [71][72][73][74] The Model for Improvement begins with 3 questions:…”

Section: Model For Improvementmentioning

confidence: 99%

“…67 The model has been used to accelerate change in a variety of healthcare and public health settings, 68–70 and subspecialists have created primers focused on their practice areas. 71–74 The Model for Improvement begins with 3 questions: What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? …”

Section: Conceptual Models and Frameworkmentioning

confidence: 99%

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Implementing strategies to prevent infections in acute-care settings

Trivedi

Schaffzin

Deloney

et al. 2023

Infect. Control Hosp. Epidemiol.

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This document introduces and explains common implementation concepts and frameworks relevant to healthcare epidemiology and infection prevention and control and can serve as a stand-alone guide or be paired with the “SHEA/IDSA/APIC Compendium of Strategies to Prevent Healthcare-Associated Infections in Acute Care Hospitals: 2022 Updates,” which contain technical implementation guidance for specific healthcare-associated infections. This Compendium article focuses on broad behavioral and socio-adaptive concepts and suggests ways that infection prevention and control teams, healthcare epidemiologists, infection preventionists, and specialty groups may utilize them to deliver high-quality care. Implementation concepts, frameworks, and models can help bridge the “knowing-doing” gap, a term used to describe why practices in healthcare may diverge from those recommended according to evidence. It aims to guide the reader to think about implementation and to find resources suited for a specific setting and circumstances by describing strategies for implementation, including determinants and measurement, as well as the conceptual models and frameworks: 4Es, Behavior Change Wheel, CUSP, European and Mixed Methods, Getting to Outcomes, Model for Improvement, RE-AIM, REP, and Theoretical Domains.

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Section: Model For Improvementmentioning

confidence: 99%

Section: Conceptual Models and Frameworkmentioning

confidence: 99%

Implementing strategies to prevent infections in acute-care settings

Trivedi

Schaffzin

Deloney

et al. 2023

Infect. Control Hosp. Epidemiol.

View full text Add to dashboard Cite

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“…13,14 Appropriate types of statistical analyses may also differ between these approaches. Because quality improvement initiatives often consider system processes and outcomes over time, the use of statistical process control charts, 7,18,19 such as run charts and control charts, is preferred for data presentation. 7,19 Furthermore, plotting data on charts allows trends in data to be assessed over time using repeated measures for a better interpretation of system functioning.…”

Section: Distinguishing Quality Improvement From Researchmentioning

confidence: 99%

“…Furthermore, because quality improvement involves everyone, 8 teams are essential for driving these initiatives. 11,18,24 A successful quality improvement project is characterized by the identification of a day-to-day leader who champions the cause, 25 inclusion of technical experts who understand different components of the system and processes, and securing of an executive sponsor who has the access and authority to obtain resources. 7,25 The importance of engaging teams to support a quality improvement effort cannot be understated.…”

Section: Focus On Patients and Value Teamsmentioning

confidence: 99%

“…Existing tools for becoming process literate include brainstorming, process maps (also called flow charts), fishbone diagrams (also called Ishikawa or cause-and-effect diagrams), 5 Whys techniques, Pareto charts, and driver diagrams. At a minimum, a process map 7,18 and fishbone diagram 7,18 are recommended. Process maps identify the current process and highlight impediments, such as redundancies, opportunities for error, waste, and flow concerns.…”

Section: Emphasize Systems and Processes Of Carementioning

confidence: 99%

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Looking to Improve Your Practice? Consider the Science of Quality Improvement to Get Started

Valier

2020

Journal of Athletic Training

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Quality improvement in health care is the responsibility of everyone (eg, patients, families, health providers, and administrative staff) to work toward delivering high-quality patient care, advancing professional knowledge and skills, and creating effective and efficient processes of care. Those involved in athletic health care, similar to other health care professionals, should strive to create patient care experiences that are safe, timely, effective, efficient, equitable, and patient centered. Exploring the differences between quality improvement and research will help define the focus of improvement sciences on the health of systems, which is to identify quality gaps and evaluate processes of care, as opposed to filling knowledge gaps. Furthermore, considering the principles of quality improvement will set the foundation for quality initiatives in health care to focus on patients, value teams, emphasize systems and processes of care, appreciate variability, and require data. With a greater understanding of the principles of the quality improvement sciences, athletic trainers will be better positioned to create a culture of quality improvement and to take the initiative in leading improvement efforts so that local systems support the delivery of high-quality patient care.

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