Strategies for establishing a comprehensive quality and performance improvement program in a radiology department.

To improve the safety and quality of the care that radiologists provide, and to allow radiologists and radiology personnel to remain competitive in an increasingly complex environment, it is essential that all imaging departments establish and maintain managed, comprehensive, and effective performance improvement programs. Although the structure and focus of these programs can vary, a number of common components exist, many of which are now widely mandated by organizations that regulate the field of radiology. Basic components include patient safety, process improvement, customer service, professional staff assessment, and education, each of which requires strategies for implementing continuous programs to monitor performance, analyzing and depicting data, implementing change, and meeting regulatory requirements. All of these components are part of a comprehensive quality management system in a large academic radiology department. For smaller departments or practices, the gradual introduction of one or more of these components is useful in ensuring the safety and quality of their services.

[1]  James P Borgstede,et al.  RADPEER quality assurance program: a multifacility study of interpretive disagreement rates. , 2004, Journal of the American College of Radiology : JACR.

[2]  M. Halsted Radiology peer review as an opportunity to reduce errors and improve patient care. , 2004, Journal of the American College of Radiology : JACR.

[3]  Pablo R Ros,et al.  Practice management performance indicators in academic radiology departments. , 2004, Radiology.

[4]  C. Marn,et al.  Efficiency of a semiautomated coding and review process for notification of critical findings in diagnostic imaging. , 2006, AJR. American journal of roentgenology.

[5]  P. Alderson,et al.  Customer service and satisfaction in radiology. , 2000, AJR. American journal of roentgenology.

[6]  Pablo R Ros,et al.  Essential practice performance measurement. , 2004, Journal of the American College of Radiology : JACR.

[7]  Richard Schroeder,et al.  Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations , 1999 .

[8]  Jacob Sosna,et al.  Implementation of online radiology quality assurance reporting system for performance improvement: initial evaluation. , 2006, Radiology.

[9]  R. Hattery,et al.  The American board of radiology perspective on maintenance of certification: part IV--practice quality improvement for diagnostic radiology. , 2007, Radiology.

[10]  Richard Y. Wang,et al.  Data quality assessment , 2002, CACM.

[11]  Pablo R Ros,et al.  Quality management in radiology: historical aspects and basic definitions. , 2005, Journal of the American College of Radiology : JACR.

[12]  Pablo R Ros,et al.  Utilization management in radiology: basic concepts and applications. , 2006, Journal of the American College of Radiology : JACR.

[13]  Pablo R Ros,et al.  Clinical operations management in radiology. , 2004, Journal of the American College of Radiology : JACR.

[14]  B. Siewert,et al.  A quality assurance elective for radiology residents. , 2007, Academic radiology.

[15]  Lane F Donnelly,et al.  Performance-based assessment of radiology faculty: a practical plan to promote improvement and meet JCAHO standards. , 2005, AJR. American journal of roentgenology.

[16]  J Gibbs,et al.  Validating risk-adjusted surgical outcomes: chart review of process of care. , 2001, International journal for quality in health care : journal of the International Society for Quality in Health Care.

[17]  J. Kang,et al.  The application of the Six Sigma program for the quality management of the PACS. , 2005, AJR. American journal of roentgenology.

[18]  S. Wright,et al.  Morbidity and mortality conference, grand rounds, and the ACGME’s core competencies , 2006, Journal of General Internal Medicine.