IOM Domains of Quality
Borrowing from other industries, a large hospital implemented principles of “flow management” to redesign the flow of operations in its surgical department, leading to enhanced quality of care, improved patient and provider satisfaction, and reductions in the frequency of delayed and canceled surgeries.
A hospital implemented a medication reconciliation process, the cornerstone of which is a one-page structured form that nurses, physicians, and pharmacists use to list all medications taken by the patient at home, confirm the continuation of existing medications, order newly prescribed medications, and facilitate medication reconciliation during patient transfers and at discharge.
St. Mary's Hospital Medical Center offers in-house, 24-hour pharmacy services via a fully automated dispenser that allows patients to have medication prescriptions filled at the point of care.
Statewide telehealth ANGELS (Antenatal and Neonatal Guidelines, Education and Learning System) initiative connects rural Arkansas women who have high-risk pregnancies to specialty prenatal consultations and tertiary services and improves mother and infant outcomes.
Providers used an established tool to classify patients into low-, moderate-, or high-risk categories for deep vein thrombosis and then prescribe preventive anticoagulant (blood thinner) medication and/or mechanical devices, increasing prophylaxis use and decreasing deep vein thrombosis rates.
Teams of primary care providers, supported by information technology, address gaps in care for a defined panel of patients, leading to greater adherence to evidence-based practices and improved outcomes.
Acuity-adaptable inpatient rooms improve care quality and reduce costs in a cardiac care unit by drastically decreasing patient transfers.
An evidence-based teamwork and communication program implemented in the labor and delivery unit of Madigan Army Medical Center led to an improved care process.
Virginia Mason Medical Center instituted a patient safety alert system that requires all staff who encounter a situation likely to harm a patient to make an immediate report and cease any activity that could cause further harm.
The surgical hospitalist model improves care and revenues for hospital-based emergency surgical care.