000			03802cam a22004214a 4500
001			13365565
003			OSt
005			20150408114205.0
008			031003s2004 maua b 001 0 eng
010			_a 2003021998
020			_a0763748056 (hardcover)
035			_a(DNLM)101193002
040			_aDNLM/DLC _cDLC _dDLC
042			_apcc
050	0	0	_aRA399.A1 _bL567 2004
060	1	0	_aW 84.1 _bL793q 2004
082	0	0	_a362.10685 _222 _bLRQ
100	1		_aLloyd, Robert C. _942411
245	1	0	_aQuality health care : _ba guide to developing and using indicators / _cRobert C. Lloyd.
250			_a1st ed.
260			_aSudbury, Mass. : _bJones and Bartlett Publishers, _cc2004.
300			_axx, 343 p. : _bill. ; _c23 cm.
504			_aIncludes bibliographical references and index.
505	0		_aA brief review of healthcare reform -- The growing concern over service -- Defining continuous quality improvement -- It all starts with listening -- Creating a service excellence culture -- Who are your customers? -- Defining key quality characteristics -- Listening three times -- Understanding the tools -- Combining VOC data with the VOP -- Measurement roadblocks -- The quality measurement roadmap -- Types of indicators -- Selecting a specific indicator --Developing operational definitions -- Developing data collection plans -- Case study: transcription turnaround time -- The indicator development form --Evolution of the strategic dashboard -- Focusing on the vial few -- The role of benchmarking -- A comment on the new business management strategies -- Data versus information -- Research for efficacy -- Research for effectiveness and efficiency -- The debate is silly -- Static versus dynamic approaches to data analysis -- Case study: the monday morning dilemma -- Understanding variation -- Common and special causes of variation -- The consequences of not understanding variation -- What is a run chart? -- What is a control chart? -- Deciding which control chart to use -- Variables charts -- Attributes charts -- Deciding if a special cause is present -- Making appropriate management decisions -- Case study #1: predicting a cardiovascular event -- Case study #2:sampling central line infections -- Case study #3: sampling medicare insurance audits -- Case study #4: tracking patient falls -- Case study #5: pressure ulcer prevention -- Case study #6: evaluating staffing effectiveness -- Case study #7: to flash or not to flash that is the question? -- Case study #8: clarifying the operational definition of readmission -- Case study #9: managing a breast cancer patients coumadin levels -- Case study #10: group b streptococcus in pregnant women -- Case study #11: emergency department fast track -- Case study #12: tracking patient complaints -- Case study #13: reducing ventilator associated pneumonia -- Case study #14: pain management for hip and knee replacement patients -- Understanding the dots -- Personal transformation -- Organizational transformation -- Societal transformation.
650		0	_aMedical care _xQuality control. _942412
650		0	_aMedical care _xEvaluation.
650		0	_aMedical care _xQuality control _vCase studies. _942413
650		0	_aMedical care _xEvaluation _vCase studies. _942414
650		0	_aQuality assurance.
650		0	_aOutcome assessment (Medical care) _xMethodology. _942415
650	1	2	_aQuality of Health Care _xorganization & administration. _942416
650	2	2	_aProgram Development.
650	2	2	_aQuality of Health Care _vCase Report. _942417
856	4	1	_3Table of contents _uhttp://www.loc.gov/catdir/toc/ecip049/2003021998.html
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBOOK
999			_c33318 _d267818