Ryan Mary Jean
SSM Health Care, St. Louis, Missouri, USA.
Front Health Serv Manage. 2004 Spring;20(3):3-11.
SSM Health Care (SSMHC), the first healthcare recipient of the Malcolm Baldrige National Quality Award, has been cited by both Baldrige and the Joint Commission on Accreditation of Healthcare Organizations as having a culture of continuous quality improvement (CQI). SSM Health Care began to implement CQI systemwide in 1990. CQI provided the foundation for other strategies that served to further weave quality improvement into the fabric of the organization's culture. It gave SSMHC's people the tools and techniques to make improvements, created an environment of teamwork, and introduced the concept of improving processes. Using the Baldrige Criteria for Performance Excellence as a business model helped SSMHC to see how various organizational functions should link and to discover gaps in the linkage within its own organization. Baldrige feedback reports identified opportunities that could then be prioritized and the resulting improvements implemented. Overall, the Baldrige model gave a focused approach to what had been scattered improvement efforts. SSM Health Care considers the Baldrige model the best way for an organization to get better faster.
圣玛丽医疗保健公司（SSM Health Care，简称SSMHC）是马尔科姆·鲍德里奇国家质量奖的首个医疗保健领域获奖者，鲍德里奇奖评审委员会和医疗保健机构认证联合委员会都称赞其拥有持续质量改进（CQI）的文化。SSM医疗保健公司于1990年开始在全系统实施CQI。CQI为其他战略奠定了基础，这些战略进一步将质量改进融入到组织文化的结构中。它为SSMHC的员工提供了进行改进的工具和技术，营造了团队合作的环境，并引入了改进流程的概念。以鲍德里奇卓越绩效准则作为商业模式，帮助SSMHC了解组织的各项职能应如何关联，并发现其自身组织内部在这种关联方面存在的差距。鲍德里奇反馈报告确定了可以优先处理的机会，并实施由此产生的改进措施。总体而言，鲍德里奇模式为原本分散的改进工作提供了一种集中的方法。SSM医疗保健公司认为鲍德里奇模式是组织更快实现更好发展的最佳途径。
