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一种促进急性心肌梗死指南的快速循环协作模式。

A rapid-cycle collaborative model to promote guidelines for acute myocardial infarction.

作者信息

Montoye Cecelia K, Mehta Rajendra H, Baker Patricia L, Orza Michele, Elma Mary Anne, Parrish Robert, Stoeckle-Roberts Stacey, Faul Jessica, Riba Arthur L, Eagle Kim A

机构信息

Division of Cardiology, University of Michigan (UM), Ann Arbor, Michigan, USA.

出版信息

Jt Comm J Qual Saf. 2003 Sep;29(9):468-78. doi: 10.1016/s1549-3741(03)29056-0.

Abstract

BACKGROUND

This American College of Cardiology (ACC) Acute Myocardial Infarction (AMI) Guidelines Applied in Practice (GAP) collaborative in Michigan represented ACC's third initiative, in partnership with local health care coalitions and the Michigan Peer Review Organization. The GAP Pilot Project formed the basis for this project, which supported caregivers' efforts to improve their processes and consistently apply the evidence-based guidelines for AMI care.

THE SOUTHEAST MICHIGAN EXPANSION PROJECT

The Institute for Healthcare Improvement (IHI) Breakthrough Series model of improvement was modified to merge the GAP Pilot Project's design with a rapid-cycle quality improvement model. The collaborative included learning sessions that focused on five phases--planning, tool implementation, monitoring tool use, remeasurement, and results--and on increasing tool use rates in each phase.

CONCLUSIONS

Building on the work of two previous efforts, the ACC AMI GAP projects yielded substantial collective knowledge. Developing and fostering a collaborative culture allowed hospital teams to avoid barriers or overcome them successfully based on others' experiences and collectively solve problems, and it shortened the learning curve and accelerated QI.

摘要

背景

密歇根州的美国心脏病学会(ACC)急性心肌梗死(AMI)实践指南应用协作项目(GAP)是ACC的第三个倡议项目,与当地医疗保健联盟和密歇根同行评审组织合作开展。GAP试点项目为此项目奠定了基础,该项目支持护理人员改进其流程,并始终如一地应用基于证据的AMI护理指南。

密歇根东南部扩展项目

医疗改进研究所(IHI)的突破性系列改进模型进行了修改,将GAP试点项目的设计与快速循环质量改进模型相结合。该协作包括专注于五个阶段的学习课程——规划、工具实施、监测工具使用、重新测量和结果——以及提高每个阶段的工具使用率。

结论

基于前两项工作的成果,ACC AMI GAP项目积累了大量的集体知识。发展和培育协作文化使医院团队能够避免障碍,或根据他人的经验成功克服障碍,并共同解决问题,缩短了学习曲线,加速了质量改进。

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