comparing the actual performance with the
set standards of the company to ensure that
activities are performed
a way to learn and grow, both personally
and professionally
Management
Controlling Functions
Periodic evaluation of philosophy, mission,
goals and objectives
Measurement of individual and group
performance against preestablished
standards
Monitoring of expenses and use of supplies
Auditing of patient goals and outcomes
specific type of controlling
activities that are used to
evaluate, monitor, or regulate
services rendered to consumers
Quality
Control
ensure quality nursing care while
meeting intended goals
Quality
Control
. Support from top level administration
. Commitment by the organization in
terms of fiscal and human resources
Components Of
Effective
Quality Control
Programs
3. Search for excellence
4. Continuous
Components Of
Effective
Quality Control
Programs
THE QUALITY
CONTROL
PROCESS
1. The standard is determined
2. Information is collected
3. Corrective action
serves as a guide for practice
Characteristics
Predetermined
Established
Communicated to
Accepted by
used as a measurement tool
used as a measurement tool
guide individual practitioners in
performing safe and effective care
1. Assessment
STANDARDS OF PRACTICE
1. Assessment
2. Diagnosis
STANDARDS OF PRACTICE
1. Assessment
2. Diagnosis
3. Outcomes identification
STANDARDS OF PRACTICE
1. Assessment
2. Diagnosis
3. Outcomes identification
4. Planning
STANDARDS OF PRACTICE
1. Assessment
2. Diagnosis
3. Outcomes identification
4. Planning
5. Implementation
STANDARDS OF PRACTICE
1. Assessment
2. Diagnosis
3. Outcomes identification
4. Planning
5. Implementation
6. Evaluation
STANDARDS OF PRACTICE
1. Quality of practice
enhances the quality and
effectiveness of nursing practice
STANDARDS OF
PROFESSIONAL PRACTICE
1. Quality of practice
2. Education
attains knowledge and competency
STANDARDS OF
PROFESSIONAL PRACTICE
1. Quality of practice
2. Education
3. Professional practice evaluation
peer evaluation
STANDARDS OF
PROFESSIONAL PRACTICE
1. Quality of practice
2. Education
3. Professional practice evaluation
4. Collegiality
contributes to the professional
development of peers
STANDARDS OF
PROFESSIONAL PRACTICE
5. Collaboration
collaborates with the patient, family
and others
STANDARDS OF
PROFESSIONAL PRACTICE
5. Collaboration
6. Ethics
integrates ethical provisions
STANDARDS OF
PROFESSIONAL PRACTICE
5. Collaboration
6. Ethics
7. Research
integrates research findings
STANDARDS OF
PROFESSIONAL PRACTICE
5. Collaboration
6. Ethics
7. Research
8. Resource utilization
safety, effectiveness, cost and
impact on nursing practice
STANDARDS OF
PROFESSIONAL PRACTICE
9. Leadership
in the professional practice setting
STANDARDS OF
PROFESSIONAL PRACTICE
AUDIT
a quality control tool
AUDIT
a quality control tool
systematic and official
examination of record, process,
structure
3 TYPES OF AUDIT
1. Retrospective audits
after the patient receives the
service
3 TYPES OF AUDIT
1. Retrospective audits
2. Concurrent audits
while patient is receiving the
service
3 TYPES OF AUDIT
1. Retrospective audits
2. Concurrent audits
3. Prospective audits
attempts to identify future
performance
Most Frequently used AUDITS in
QC
1. Outcome audit
the end result of care
Most Frequently used AUDITS in
QC
1. Outcome audit
2. Process audit
measure the process of care
assume that a relationship exists
between the process used by the
nurse and the quality of care
provided
Most Frequently used AUDITS in
QC
1. Outcome audit
2. Process audit
3. Structure audit
assumes that a relationship exists
between quality care and
appropriate structure
allowing one trait to influence the
evaluation of another trait
Halo Effect
allowing one trait to influence the
evaluation of another trait
basing ratings to general
impression
Halo Effect
the evaluator is hypercritical
perfectionist
Horn Effect
good workers on a weak team gets
low rate than if they were working
on a better team
Horn Effect
good workers on a weak team gets
low rate than if they were working
on a better team
a recent mistake may off set a
year’s good work
Horn Effect
good workers on a weak team gets
low rate than if they were working
on a better team
a recent mistake may off set a
year’s good work
managers vent irritation by
lowering the rating
Horn Effect
rate the employee opposite from the
way the evaluator perceives oneself
Contrast Effect
a manager rates his/her staff “above
average”
Leniency
Error
based largely on the employees recent
behavior
Recency Error
based largely on the employees recent
behavior
stereotyping
Recency Error
a process of evaluation that is applied to the
health care system and the provision of health
care services by health care workers
Quality
Assurance
a continuous, on-going measurement and
evaluation process
Quality
Assurance
Process of measuring products,
practices and services
How does MY organization
differ from exemplary
organizations?
Dr. W. Edward Deming
The individual is the FOCAL element
ACTIONS ARE PREVENTIVE /
PROACTIVE
“DO THE RIGHT THING, THE RIGHT
WAY, THE FIRST TIME”
“There is always a ROOM for
improvement”
The Principles of TQM
1. Create a constancy of purpose.
2. A philosophy of continual improvement.
3. Focus on improving process not on
inspection of product.
4. End of awarding business on price alone,
minimize cost by awarding it to a single
supplier.
The Principles of TQM
5. Improve constantly every process for
planning production and service.
6. Institute Job training and retraining.
7. Develop leadership in the organization.
8. Drive out fear by encouraging employees
to participate.
The Principles of TQM
9. Foster interdepartmental cooperation
10. Eliminate targets for the workforce
11. Focus on quality. Eliminate Quota system
12. Promote teamwork. Eliminate the annual
rating or merit system.
13. Charge all with implementing the TQM
package
