Robins J L
New York Blood Center, New York.
Clin Lab Med. 1992 Dec;12(4):805-17.
To meet the current standards of excellence necessary for blood establishments, we have learned from industry that a movement toward organization-wide quality assurance/total quality management must be made. Everyone in the organization must accept responsibility for participating in providing the highest quality products and services. Quality must be built into processes and design systems to support these quality processes. Quality assurance has been redefined to include a quality planning function described as the most effective way of designing quality into processes. A formalized quality planning process must be part of quality assurance. Continuous quality improvement has been identified as the strategy every blood establishment must support while striving for error-free processing as the long-term objective. The auditing process has been realigned to support and facilitate this same objective. Implementing organization-wide quality assurance/total quality management is one proven plan for guaranteeing the quality of the 20 million products that are transfused into 4 million patients each year and for moving toward the new order.
为了达到血液机构当前所需的卓越标准，我们从行业中了解到，必须朝着全组织范围的质量保证/全面质量管理迈进。组织中的每个人都必须承担起参与提供最高质量产品和服务的责任。质量必须融入流程并设计系统以支持这些质量流程。质量保证已被重新定义，包括一种质量规划功能，该功能被描述为将质量设计到流程中的最有效方式。正式的质量规划流程必须成为质量保证的一部分。持续质量改进已被确定为每个血液机构必须支持的战略，同时将无差错处理作为长期目标。审计流程已重新调整，以支持和促进这一相同目标。实施全组织范围的质量保证/全面质量管理是一项经过验证的计划，可确保每年输注到400万患者体内的2000万单位产品的质量，并朝着新秩序迈进。
