Department of Intensive Care, Onze Lieve Vrouwe Gasthuis, Amsterdam, The Netherlands.
Acta Anaesthesiol Scand. 2012 Oct;56(9):1084-91. doi: 10.1111/j.1399-6576.2012.02687.x. Epub 2012 Apr 10.
In the concept of total quality management that was originally developed in industry, the use of quality indicators is essential. The implementation of quality indicators in the intensive care unit to improve the quality of care is a complex process. This process can be described in seven subsequent steps of an indicator-based quality improvement (IBQI) cycle. With this IBQI cycle, a continuous quality improvement can be achieved with the use of indicator data in a benchmark setting. After the development of evidence-based indicators, a sense of urgency has to be created, registration should start, raw data must be analysed, feedback must be given, and interpretation and conclusions must be made, followed by a quality improvement plan. The last step is the implementation of changes that needs a sense of urgency, and this completes the IBQI cycle. Barriers and facilitators are found in each step. They should be identified and addressed in a multifaceted quality improvement strategy.
在最初于工业界发展起来的全面质量管理理念中，使用质量指标是必不可少的。在重症监护病房中使用质量指标来提高护理质量是一个复杂的过程。这个过程可以用基于指标的质量改进（IBQI）循环的七个后续步骤来描述。通过这个 IBQI 循环，可以在基准设置中使用指标数据来实现持续的质量改进。在开发基于证据的指标后，必须创造紧迫感，开始登记，分析原始数据，提供反馈，并进行解释和得出结论，然后制定质量改进计划。最后一步是实施需要紧迫感的变更，这就完成了 IBQI 循环。在每个步骤中都会发现障碍和促进因素。在多方面的质量改进策略中，应识别并解决这些因素。
