Hawkins C Matthew, Alsip Christopher N, Pryor Rebecca M, Leach Alan D, Larson David B
From the Department of Radiology, Cincinnati Children's Hospital Medical Center, Cincinnati, Ohio.
Radiographics. 2013 Aug 26:135058. doi: 10.1148/radiographics.337135058.
As radiology departments continue to increase in size and complexity, the process of improving and maintaining excellent performance is becoming increasingly challenging. In response, a systematic process for efficiently implementing and sustaining measurable improvement in our radiology department has been developed, which targets focused aspects of individual performance that contribute to overall departmental quality. Projects designed to achieve such improvements have been called quality improvement and confirmation (QuIC) projects. The QuIC project process involves a project champion, medical expert, technical expert, quality improvement technologist specialist, and appropriate leaders, managers, and support personnel. The project champion conducts a preliminary investigation and organizes team members, who define the desired performance through consensus, establish data collection and analysis procedures, and prepare to launch the project. Once launched, the QuIC project process follows an execution period that is divided into four phases: (a) project launch phase, (b) support phase, (c) transition phase, and (d) maintenance phase. The first three phases focus on education, group-level feedback, and individual feedback, respectively. Weekly audits are performed to track performance improvement. Data collection, analysis, and dissemination processes are automated to the extent possible. To date, four such projects have been successfully conducted. The QuIC project concept is an attempt to apply the principles of process improvement to the process of process improvement by enabling any member of a radiology department to efficiently and reliably spearhead a quality improvement project. We consider this to be a work in progress and continue to refine the process with the goal of eventually being able to conduct many projects simultaneously. © RSNA, 2013.
随着放射科规模和复杂性的不断增加，提高并维持卓越表现的过程变得越来越具有挑战性。作为应对措施，我们制定了一个系统流程，以有效地在放射科实施并维持可衡量的改进，该流程针对个人表现中有助于提升科室整体质量的重点方面。旨在实现此类改进的项目被称为质量改进与确认（QuIC）项目。QuIC项目流程涉及项目负责人、医学专家、技术专家、质量改进技术专家以及合适的领导、管理人员和支持人员。项目负责人进行初步调查并组织团队成员，团队成员通过协商一致确定期望的表现，建立数据收集和分析程序，并准备启动项目。一旦启动，QuIC项目流程将经历一个执行期，该执行期分为四个阶段：（a）项目启动阶段，（b）支持阶段，（c）过渡阶段，以及（d）维护阶段。前三个阶段分别侧重于教育、团队层面的反馈和个人反馈。每周进行审核以跟踪绩效改进情况。数据收集、分析和传播过程尽可能实现自动化。到目前为止，已经成功开展了四个此类项目。QuIC项目概念试图将流程改进原则应用于流程改进过程，使放射科的任何成员都能够高效且可靠地带头开展质量改进项目。我们认为这是一项正在进行的工作，并将继续完善该流程，最终目标是能够同时开展多个项目。© RSNA，2013年。
