Question

1. What is an improvement action considered to be strong—meaning it is more likely to achieve patient safety improvement goals than weak or intermediate actions?

Software enhancements

Checklists for staff to follow

Process double-checks

Tangible involvement by leadership

2. What technique can be used to minimize cognitive overload for hospital caregivers?

Test staff competencies at least annually.

Eliminate committee assignments.

Add patient care decision aids.

Provide staff with adequate off-work intervals.

3. How long after an improvement project has ended should measurement data be gathered to determine the project’s success?

Six months after process improvements have been implemented

As long as required by the project measurement plan

Until the project sponsor is confident improvements are permanent

Once the Medicare requirements for QAPI have been met

4. The number of actions that achieve intended results divided by the total number of actions is measuring what aspect of performance?

Effectiveness

Compliance

Reliability

5. Which of the following improvement actions can help achieve 95% process reliability?

Gather data on the number of failures.

Standardize the process steps.

Train people to complete the process steps.

Do time-work studies to improve efficiency.

Satisfaction

6. What is the primary reason for measuring the effectiveness of improvement actions?

Comply with Medicare requirements

Confirm actions are successful

Complete the P-D-S-A improvement cycle

Celebrate success with staff

7. Process standardization improves patient safety.

True

False

8. When can an organization stop measuring the effectiveness of actions taken during an improvement project?

After it is confirmed actions were implemented

When data are no longer available

When a higher priority for improvement is identified

9. At what level of reliability do most US hospitals now function?

90 percent

80 percent

95 percent

Less than 80 percent

When people are confident the improvement is permanent

10. The study of interactions between people, technology, and policy for the purpose of improving work reliability is called what?

Human factors engineering

Work systems analysis

Six Sigma

Quality assurance

Answer 1

1, Tangible involvement by leadership
Strong leadership for quality improvement important strategy to help make changes in the process. senior leadership guidance help to meet the strategy goals. software enhancement, double-check process, and checklist followup improve quality of organization performance.
2, Test staffs competence at least annually
Testing staff's behaviors and performance help them to make changes. the target for cognitive improvement help balance their implementation process when too many tasks that make staffs to unable to process their work
Adding patient care decision aid help for treatment choice and scheduling staff work off help to staff flexible with their work.
3, Until project sponsors, is confident improvements are permanent
when the project management and sponsors assessed the project level and its input measures, quality measures that address the needs of the people and benefits the project the improvement will continue. Project improvement process continue until the project management measure outcome measures endpoint for success.
4, Effectiveness
Productivity is a major concern for organizational performance. Effectiveness, innovation, profitability, efficiency if any of this aspect failure cause poor organizational performance. compliance and reliability achieve organizational goals.