抄録
On medical quality improvement, I looked back on the several events of Mito General Hospital, Hitachi, Ltd for these five years. These outcomes are results of cooperation studies with Prof. Iizuka, University of Tokyo and Prof. Munechika, Waseda University.
The missions of our hospital are welfare support of Hitachi. Co. employees, medical offers to local inhabitants, contributions to medical business of Hitachi. Ltd. Our hospital received certification of I SO9001: 2000 and version 4 of Japan Council for Quality Health Care as third person evaluation in 2001 and 2004 years, respectively.
As for the quality objectives, 3M (Measurable, Meaningful, Manageable) are good, and the denominators and numerators of each objective were determined to evaluate those quantitatively. And top management ensured that each department and committee created their objectives by 3C (Communicate, Collaborate, Coordinate) approaches. Leadership and internal communication are important.
As the medical design and development, we utilize critical pathways, however this approach was not so sufficient to involve all medical service performances into the quality management system for matching of patients needs and expectations. So, as process management, we formed twelve main clinical process flows by the collaboration of Iizuka and Munechika research Lab. We checked 5W 1H of every each flow and clarified role allotment, responsibility and authority, therefore could utilize management indicators, effectively and efficiently. In addition, corrective and preventive actions were implemented by PDCA cycle to reduce adverse events and incidents and our organization could carry out internal audits and management reviews for continual improvement of our quality management system.
We utilize ISO9004 and TQM9000 to make the sustainable growth of our hospital and to implement medical total quality management in future.
