The field of Transfusion Medicine as a bridging science,
integrally deals with that part of the health care system that undertakes the
appropriate provision and use of human blood resources, whether whole blood,
plasma, or cellular components. The development of a safe blood supply and
transfusion brings along the introduction of managing quality as a culture.
This is implemented through the introduction of a quality system (QS) and a
related quality management system (QMS). Quality system management (QSM) in
transfusion medicine is about providing and assuring vein-to-vein safe and
effective hemotherapy. In many situations in the world the idea is that when
instructions are written (SOPs) a quality system is in place; one just has to
follow the instructions and ‘that is it, we’re done’!
However, quality does not only partly depend on following instructions at the
operational level. What is generally not understood is the importance of
designing and implementing quality system management as an institutional culture,
based on five key elements 1) organization and (infra)structure; 2) standards
(technical and quality); 3) documentation to allow traceability and evidence;
4) education through continued teaching and training; 5) assessment through
continued monitoring and evaluation. There are a number of quality management
systems available, which can be applied to procurement and clinical use of
blood. Some are “process”- and “operations-oriented” while others deal more
with the management aspects, securing a quality environment and culture,
necessary for consistency and reliability of the operational processes. The EU
EFQM and Canadian ISQua systems are based on concepts of excellence.
To achieve an optimal understanding of the values of vein-to-vein quality in
transfusion medicine, a culture has to be developed through ownership,
stewardship, and commitment to and implementation of the principles of fitness
for purpose, the supplier-producer-customer continuum, and customer-orientation
and satisfaction. Commitment from top management is the driving force for a
culture of quality. Leaders need to be clearly visible, engaged and unwavering
in their support for quality improvement.
Author(s) Details:
Cees Th. Smit Sibinga,
IQM Consulting and University of Groningen, Netherlands.
Please see the link here: https://stm.bookpi.org/NVMMS-V1/article/view/13650
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