Quality and Accreditation in Healthcare Ins. ? Institution - PDF document

28.09.2012 International International Ibni Sina Health Capacity Building Programme. Management Certificate at Health Health Founder Member of Strategic Health Ins. Organization Organization Healthcare Institutions Kızılay Hospital and Health Care Facilities Doctor Doctor Federation Management and Administration Training Programme Iso 9000:2000 Asst. Manager at Founder member and Inspector and Head TUREM Provincial Directorate of Branch manager at Inspector Certificate First-Aid Training Health Medical Professions and Special Care and Diagnosis Centers Emergency Shareholder in Management at Private Doctor Private Health Quality and Accreditation in Healthcare Ins. ? Institution Patient Healthcare Asst. Medical Healthcare Services Management Superintendent Member of Teacher Training in Natural İ zmir Healthcare Organizations at Healthcare Disasters Board of Directors High School Workplace Doctor at Primary Quality Doctor at Tuberculosis Prison Doctor Doctor Healthcare Management Healthcare Center Center Rep. Founder Member of DR.ALİ IRAVUL Student ESAFED Yemen 2012 DR. ALİ IRAVUL DR.AL İ IRAVUL 2 Objectives STAKEHOLDERS FAMILY&FRIENDS SOCIETY of PATIENTS Sustainable, effective and productive DOCTORS management of well qualified health services MEDICAL ETHICS MANAGEMENT that are ; PATIENTS • well organized, WORKGROUP MINISTRY OF HEALTH • financed, INSURANCE COMPANIES • and on an equitable basis. DR. ALİ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 3 4 HO Healthy Individual ACCREDITATION Accreditation ISO Necessities of TQM License from Ministry of Legal/Ethical Necessities Health DR. ALİ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 5 6 1

28.09.2012 Legal Requirements Ministry of Health • License from Ministry of Health: Minimum legal standards Ministry of Health administrates legislations, in order to determine minimum level of standards in Health Institutions. • ISO: System • Employee Standards • Accreditation: • Infrastructure Standards • Required Divisions/Departments (Minimum Level) � Services • Work standards for Institutions � Products • Emergency Room Services • Advertisement and PR Services � Employees DR. ALİ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 7 DR.AL İ IRAVUL 8 International Standards for • Only % 1 of failures result from incompetent Healthcare Institutions employees. • ISO 9001:2008 Quality Management System • Remaining % 99 results from competent • ISO 15189 Laboratory Accreditation employees that are hardworking with good intentions. • Hospital Accreditations (JCI, HKS) • ISO 14001 Environment Management Systems • Processes themselves are main reason of failure.* • OHSAS 18001 Standards of Safety & Health At Work *Dr.Lucian Leape, Harvard School of Public Health • HACCP Safety of Food DR. ALİ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 9 10 International Organization for ISO Standardization(ISO) ISO, is an acronym for an international organization that publishes standards for Quality Management System: products, services and systems. Required management system for an ISO has been established in 1947, with membership institution to manage and organize quality of 146 countries. Headquarters of ISO is based in within. Geneva/Switzerland DR. ALİ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL 12 DR.AL İ IRAVUL 11 2

28.09.2012 What does ISO mean? • "International Organization for Standardization" • ISO 9000 standards were prepared in 1979 acronym for name in English is "IOS", with participation of 20 members and 10 • In French “Organisation internationale de observers by using standards in UK,Canada,US normalisation” therefore with acronym "OIN" and Japan. • but actually derived from Greek word “ISOS” that • Published in 1987 means equal. • ISO 9000 standards are widely in use in Health Industry of Turkey. Source: www.iso.org DR.AL İ IRAVUL DR. ALİ IRAVUL 13 DR.AL İ IRAVUL 14 Quality Management System 4.1. General Requirements 4.2. Documentation Requirements ISO 9001:2008 4.2.1. General Quality Management System 4.2.2. Quality Handbook 4.2.3. Documentation Check 4.2.4. Registry Check DR.AL İ IRAVUL 16 DR. ALİ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL 15 Management Responsibility Resource Management 5.1. Managerial Obligation 5.2. Customer Focus 6.1. Resource Supply 5.3. Quality Policies 5.4. Planning 6.2. Human Resources 5.4.1. Quality Targets 6.2.1. General 5.5. Accountability, Authority and Communication 5.5.1. Accountability and Authority 6.2.2. Competency, awareness and training 5.5.2. Management Representation 5.5.3. Internal Communication 6.3. Infrastructure 5.6. Managerial Review 5.6.1. General 6.4. Workplace 5.6.2. Review Input 5.6.3. Review Output DR.AL İ IRAVUL DR. ALİ IRAVUL 17 DR.AL İ IRAVUL DR. ALİ IRAVUL 18 3

28.09.2012 Product Realization Purchasing 7.1. Planning phase 7.2. Customer Related Processes 7.4.1. Purchasing Processes 7.2.1. Determination of product related requirements 7.4.2. Purchasing Data 7.2.3. Customer Communication 7.5 .Production and Services Supply 7.3. Design and Development 7.5.1. Inspection on Production and Services 7.3.1. Planning of design and development 7.5.2. Validation of Production and Service Processes 7.3.3. Output of design and development 7.5.3. Determination and Traceability 7.3.4. Review of design and development 7.5.4. Customer Ownership 7.3.5. Confirmation of design and development 7.5.5. Product Care/Cover 7.3.6. Applying design and development 7.6. Inspection of Observation and Measurement Tools 7.3.7. Review of changes on design and development DR.AL İ IRAVUL DR.AL İ IRAVUL DR. ALİ IRAVUL 19 DR. ALİ IRAVUL 20 Measurement, analyses and Principles of Quality Management improvement 8.1. General • Customer Focus 8.2. Observation and Measurement • Leadership 8.2.1. Customer Satisfaction 8.2.2. Internal Inspection • Employee Participation 8.2.3. Observation and Measurement of Processes • Process Approach 8.2.4. Observation and Measurement of Products 8.3. Inspection of inadequate products • System Approach in Management 8.4. Data Analyses • Continuous Improvement 8.5. Improvement • Realistic Approach in Decision Making 8.5.1. Continuous Improvement 8.5.2. Adjustment activities • Supplier Relations with Mutual Benefits 8.5.3. Preventive activities DR.AL İ IRAVUL 21 DR. ALİ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 22 3. Employee Participation: Employees in all levels should be 1. Customer Focus: Institutions depend on their customers therefore valued within institution and their participation would enable using their skills most productively for company interests. they need to well understand and meet current and future needs of customers and strive for going beyond customer expectations. 4. Process Approach: When activities and related resources are managed as a process, effective successful results can be 2. Leadership: Leaders organize, design shared route and objectives . achieved. P lan .. Determine Objectives & Processes Leaders should settle and sustain an environment where employees A pply.. Apply Processes would be able to participate actions necessary to reach goals and C ontrol .. Observe and Measure focus on objectives. I mprove.. Supply Continuous Improvement DR.AL İ IRAVUL DR. ALİ IRAVUL 23 DR. ALİ IRAVUL DR.AL İ IRAVUL 24 4

28.09.2012 5. Management System Approach: Defining related processes as a system, enables productive management of meeting 7. Realistic Approach in Decision Making: Effective decisions goals and efficiency within organizations. should be based on data and analyses of information. 6. Continuous Improvement : Institution should have permanent objectives in order to improve performance continuously 8. Supplier Relations with Mutual Benefits: An institution and its supplier are co-dependent and should establish productive relationships with each other that are based on mutual Improvement: Increase in features and characteristics of products and/or increase productivity and efficiency of benefits and values. processes to produce and distribute this products. DR. ALİ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL 25 DR.AL İ IRAVUL 26 Internal Benefits: External Benefits: 1. Effective Management 2. Improvement in Organizational Culture 1. A strong addition to reputation and image, 3. Increase in Quality Awareness 2. Increase in customer satisfaction, 4. Better Documentation 3. Increased in customer numbers, 5. Systematization 6. Standardization and Consistency 4. Increase in competition skills, 7. Improvement in efficiency, productivity and data gathering 5. Improvement in supplier relationships. 8. Within time decrease in costs 9. A forward step in Institutionalization DR.AL İ IRAVUL 27 DR.AL İ IRAVUL 28 DR. ALİ IRAVUL DR. ALİ IRAVUL • ISO 9001 does not publish features of services as a • ISO is a tool to reach goals not an objective. standard. • ISO certificate is a first step in road to quality. • ISO is a certificate for Management System, does not • But ISO Quality Management Certificate is very confirm perfection of services or products. useful to establish quality culture within organization and gather knowledge on documentation principles. “ISO focuses on system quality rather than product or service quality.” DR. ALİ IRAVUL DR. ALİ IRAVUL DR.AL İ IRAVUL DR.AL İ IRAVUL 29 30 5