Strategies for Establishing a Comprehensive Quality and Performance Improvement Program in a Radiology Department

Abstract

To improve the safety and quality of the care that radiologists provide, and to allow radiologists and radiology personnel to remain competitive in an increasingly complex environment, it is essential that all imaging departments establish and maintain managed, comprehensive, and effective performance improvement programs. Although the structure and focus of these programs can vary, a number of common components exist, many of which are now widely mandated by organizations that regulate the field of radiology. Basic components include patient safety, process improvement, customer service, professional staff assessment, and education, each of which requires strategies for implementing continuous programs to monitor performance, analyzing and depicting data, implementing change, and meeting regulatory requirements. All of these components are part of a comprehensive quality management system in a large academic radiology department. For smaller departments or practices, the gradual introduction of one or more of these components is useful in ensuring the safety and quality of their services.

Comparison of the perceived image quality between two digital imaging systems for neonatal bedside radiography – A case study

“…[5][6][7] Quality assurance is a joint effort by the radiographers, radiologists, referring doctors, medical physicists and technicians. 6,8 The DR images were obtained by the use of the GE Definium 800 AMX digital mobile x-ray unit with permanent filtration of 1.3 aluminium equivalence, and a 32 kilowatt generator. The CR system utilised was the Agfa NX 3.0.8300, and the same mobile unit was used to obtain the images for the DR and CR systems.…”

Practice Policy and Quality Initiatives Quality Improvement and Confirmation Projects: Facilitating Rapid, Measurable Performance Improvement

“…Successfully executing even small projects may require more preparation and administrative work than most radiologists are used to (15). Establishing well-designed standard practice may require reviewing textbooks and the literature, consulting with local and national experts, and discussing the issues with referring clinicians.…”

The 2014 RSNA Annual Oration in Diagnostic Radiology: Transitioning from Volume-based to Value-based Practice—A Meaningful Goal for All Radiologists or a Meaningless Platitude?

“…; Jonathan Kruskal, MD(40); Michael Recht, MD(41); and Daniel Johnson, MD(42), have presented a number of good examples of metrics that are valid indicators of quality and that can be tracked, given the current capabilities of radiology information systems and electronic medical records. Other sources of ideas are the CMS Physicians Quality Reporting System program, the ACR National Radiology Data Registry, the Advisory Board (a large consulting company), and the ACR Future Trends Committee.…”