Abstract
Quality is a term used by various specialists, from different perspectives, having as a common point to identify focuses that promote their development in institutional management. Quality processes allow us to improve assistance, reducing complication and death rates and reducing costs. Currently, the positive experience of the patient is highly valued and should be sought by all institutions. The benefits of quality procedures are extensive. There is evidence of lower complication and mortality rates, cost reduction, uniformity of care, improved communication and opportunity for health education. There is a need for financial investment by the institutions, but they can be converted in the future. The idea that these are just bureaucratic steps must be fought because individualistic attitudes are no longer part of safe medicine. The success of a quality process requires interdisciplinarity, integration with quality offices for effective communication. The implementation of feasible attitudes should be sought, with a high adherence rate to seek patient satisfaction and safety. We will address historical aspects, the requirements for the implementation of a quality program, the concepts of indicators and the aspects that influence the quality in surgery, in addition to presenting benefits that such a program can offer to the surgeon and the institution.
Highlights
Quality is a term used by various specialists, from different perspectives, having as a common point to identify focuses that promote their development in institutional management
As quality management in health is organized, the benefit it generates for the client is evident[1]
The American Agency for Quality and Health Research has defined it as doing the right thing for the right patient, at the right time, in the right way to obtain the best possible outcomes[3]
Summary
Quality is a term used by various specialists, from different perspectives, having as a common point to identify focuses that promote their development in institutional management. His work focused on improving the transmission of signals in the American telephone company “Bells Telephones” He created the successive linear concept of steps for quality control in management: specification (determine how it should be done), production ( do what was scheduled) and inspection (evaluate the result of the work done). Edwards Deming, considered the “modern father of quality control”, presented new concepts at a meeting of Japanese industry in 1950, called “Deming’s cycle” This cycle is based on four points: product design, production, sales and customer satisfaction research[5,6]. With a focus on customer satisfaction as advocated by American and Japanese industry in the 1950’s, began to be effectively instituted in the area of healthcare from 1970 onwards[4]. It included the participation of representatives of service providers, representatives of users, funders, health professionals and technicalscientific institutions[1,8]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
