• Korean Journal of Community Nutrition
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• v.8 no.5
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• pp.755-762
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• 2003

The purpose of this research which, surveyed target hospitals, was to evaluate job operations by surveying the influences of Quality Improvement (QI) activities in various divisions related to a decrease in their back-up orders. Statistical data analyses were completed using the SPSS 11.0 program. The results can be summarized as follows Before QI there were 147 cases of back-up orders ; after QI there were 83 cases, decrease of 64 cases. This was 44%, less than the projected goal of 50%. For each item, there was a decrease of 40 nurse cases, 9 patients and patron cases,9 test surgery deliverly cases and 5 doctor cases after QI. The registering of midnight meals was not shown after QI, due to the Order Communication System (OCS) settlement. After performing QI, the average manual operation per month was reduced from 840 minutes to 498 minutes, of which the difference was 342 minutes, and the average of 342 minutes per month could be used for the peculiar operation of each division. This QI activity provided a good opportunity for establishing cooperation among divisions in providing meals to patients through interactions among divisions. It was recognized that these interactions were effective only when medical services were achieved through organized cooperation among divisions. Among the 7 items included on the patient satisfaction questionnaire, “satisfaction with offered menus” (p<0.01) showed significantly higher scores before QI. However “satisfaction with meal times” (p<0.01) showed significantly lower scores before QI.

• Quality Improvement in Health Care
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• v.8 no.2
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• pp.218-231
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• 2001

Background : The purpose of this study was to investigate the understanding and the attitude of Korean hospital CEOs toward the healthcare quality improvement. Methods : A mailed questionnaire survey to the CEOs of hospitals with 400 beds or more was conducted between September 15 and October 30, 2000. Of the 108 hospitals eligible for the study, 58 participated, yielding a response rate of 54 percent. Result : The hospital CEOs have expressed that their hospital management was arduous job, and they had been pressured by increasing competitions among healthcare providers. They indicated that the low fees of health insurance made their hospital management difficult. The results also indicated that there was general consensus that the improvement of service quality was important in encouraging their organizations, but the investment of manpower and equipment ranked higher than the improvement of service quality. The majority of the CEOs have good understanding about quality improvement activities. However the facts that in general QI must be focused at the process of services and customer satisfaction, meanwhile quality improvement activities are helpful for the organizational productivity embarrassed them. The hospital CEOs responded that there were successful changes in terms of quality of care, patient satisfaction, and process efficiency after QI activities, but no increase in patient number and profit. Lack of understanding to QI activities and limited budget seem to attribute unsatisfactory outcomes. Conclusion : The majority of Korean hospital CEOs have a good understanding and attitude about QI activities. As mentioned in the result, despite of several limitations, several facts regarding the CEOs of hospital in Korean can be elucidated. (1) The general cognition of the QI project is relatively high, and it is accepted with positive concern, (2) the priority of the QI project, however, is not set higher than other projects and (3) the specific concepts of the actual QI project such as customer (patient)-focused work driving, the recognition of the work accomplishment, and the importance of rewards have not sufficiently understood.

• Quality Improvement in Health Care
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• v.8 no.2
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• pp.146-159
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• 2001

Background : To propose effective strategies for successful implementation of QI in health care institutions, by identifying facilitating factors and barriers to conducting QI programs. Methods : In order to examine empirical evidence on the success factors or barriers to QI implementation in hospitals, a literature study was performed on the basis of MEDLINE search. Among the identified literature. 13 provided reliable findings and basis comprehensive discussion on this issue and thus were selected for in-depth analysis. A mailed questionnaire survey was conducted for hospital CEOs and QI directors of hospitals with 400 beds or greater to investigate what attributes of their organizations they perceived as success factors or obstacles to QI implementation. Result : The analysis of selected literature and survey results presented that the primary factors considered to be most important as successful implementation of QI were: strong support from hospital CEOs, setting higher priority for QI activities, continuous and persistent efforts in QI activities, and active participation of clinical staffs. The barriers identified in this study were : the lack of orientation and understanding of QI concepts, low level of interest and participation of physician in QI programs, the lack of evaluation and rewarding system for QI activities. Conclusion : By identifying factors that affect facilitation of QI, the study results will be of great use for either institutions being in the early stage of evolving QI or those looking for better strategies to achieve more active and persistent QI implementation in their institutions.

• The Korean Journal of Food And Nutrition
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• v.23 no.3
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• pp.411-418
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• 2010

The objective of this study was to analyze the effects of non-offered meal on waste reduction in foodservice. To this end, the quantity of non-offered meal before and after Quality Improvement(QI) activity was analyzed, and employee satisfaction with foodservice was investigated. Statistical data analyses can be summarized as follows: The daily quantity of non-offered meal decreased significantly after QI(p<0.001)($27.80{\pm}3.14\;kg$ before QI and $7.22{\pm}4.17\;kg$ after QI). Among 7 items related to employee satisfaction, kindness of meal service staffs improved significantly after QI(p<0.05)($4.05{\pm}0.74$ before QI and $4.21{\pm}0.17$ after QI). No significant difference was found in the variety of menus, or cooking/seasoning of food, and there seemed to be greater satisfaction with taste of food after QI.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.312-323
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• 1998

Background : Evaluation of patient's satisfaction is one of the most important aspects of quality improvement. If the patient highly satisfies with the medical service provided in the hospital, he/she will be likely to visit the same hospital again. Patient's satisfaction of a particular hospital is directly correlated with hospital profits as well as reputation in the community. For this reason, various kinds of survey measuring satisfaction level have been performed and many kind of QI activities for enhancing the profits as well as reputation in the community. For this reason, various kinds of survey measuring satisfaction level have been performed and many kind of QI activities for enhancing the patient's satisfaction. This study is to find the effect of hospital QI activities on the patent's satisfaction level. Methods: After questionnares were developed, survey of measuring satisfaction level was performed in August, 1998. On the basis of survey results, QI activities were carried out to attain the target point of 4.0 and subsequent survey was done in November, 1998. Results: With three main principles of "problem solving approach with kindness". "helping patient to participate in medical procedure with sufficient information", and "putting employees into practice of attitude with human respect", the average level of satisfaction was enhanced from 3.45 to 3.55 level. Also kindness level of employees was increased from 3.71 to 3.82. Level of dissatisfaction about insufficient explanation and unkind attitude was dropped from 69% to 48% and from 82% to 46% respectively. Conclusion: With the result of this study overall satisfaction level was enhanced. In order to keep these advantages a operation of Quality Improvement Task Force Team in each subject will be required.

• Journal of the Korean Dietetic Association
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• v.10 no.1
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• pp.25-33
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• 2004

The objective of this study is to analyze the effects of the food waste reducing campaign on food service. For this purpose, the author analyzed the quantity of food waste before and after the Quality Improvement(QI) activity and investigated employees' satisfaction with food service. Statistical data analyses were completed using the SPSS 11.0 program. The results can be summarized as follows : The number of employees who used the food service was 374.29$\pm$25.120 before QI and 332.89$\pm$27.274 after QI, so it decreased significantly after QI. The daily quantity of waste food was 39.52$\pm$3.060kg before QI and 19.58$\pm$4.825kg after QI, so it decreased significantly after QI. The quantity of waste food per person was 105.84$\pm$8.907g before QI and 59.07$\pm$15.125g after QI, so it decreased significantly after QI. Among 7 items related to employees' satisfaction, the taste of food was 3.30$\pm$0.890 before QI and 3.51$\pm$0.665 after QI, so it improved significantly after QI. No significant difference was found in the variety of menus, saltiness, temperature and compatibility of side dishes and tableware hygiene but employees appeared to be more satisfied with these items after QI. Employees' satisfaction with kindness/appearance did not show a significant difference but employees appeared to be less satisfied with it after QI.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.278-294
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• 1998

This study was planned to provide basic data for activating quality improvement by genera hospital with more than 400 beds across the country, of which 65 coordinators answered. Main results of the study are as follows.. 1. Job satisfaction and organizational commitment by individual characteristics were compared. It was revealed that the sense of self-efficacy was related to job satisfaction positively. But job satisfaction and organizational commitment by locus of control showed no significant difference. 2. In terms of the characteristics of QI activities, the active participation of QI coordinators in QI planning process and smooth communication among hospital staffs were showed positive relationship to job satisfaction significantly. 3. Also support system was proposed as most significant variable related to the job satisfaction and the organizational commitment of QI coordinators. Especially support to QI activities by CEO's, seniors, and other hospital staff was a factor to enhance the job satisfaction and organizational commitment of QI coordinators. 4. In the aspect of organizational culture, culture which were tendency to be recognized high autonomy in their work and organizational identity strongly and to operate reasonable compensation system were related to job satisfaction and organizational commitment positively. The more formalized climate, supportive communication, cooperative teamwork and promoting creative/risk take behavior, it showed the higher organizational commitment. 5. For the aspect of QI job characteristics, QI coordinators' job satisfaction was high when QI office was arranged for independent department which was exclusively in charge of QI activities and their role is exclusively in charge of QI. It can be concluded that organizational support in the aspect of relation and finance and efforts of encouraging their motivation and providing on the job training program are need.

• Journal of Korean Physical Therapy Science
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• v.7 no.2
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• pp.483-494
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• 2000

The purpose of this study was to contribute to quality improvement with physical therapy service and determining the factors affecting patients' satisfaction. The study subjects were ambulatory and admitted patients treated with physical therapy at B general hospital located in Taejon from July 15, 2000 to July 21. Authors developed structured questionnaire, and distributed it to each physical therapist of B general hospital. Total number of distributed questionnaire was 164, and 157 questionnaire were collected and analysed finally. Demand of physical therapy for quality improvement(QI) related to treatment time(r =0.746, P<01), treatment method(r =.664, P<.01). treatment effect(r=0.648, P<.01), equipments(r=0.620, P<.01), cleaning status(r =0.619, P<.01). Willingness to revisit and recommendation of this physical therapy room related to treatment method(r=0.489, P<.01), treatment time(r=0.469, P<.01), cleaning status(r=0.432, P<.01).

• The Journal of the Korea Contents Association
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• v.17 no.10
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• pp.19-29
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• 2017

Purpose : To describe and understand the experience of QI (quality improvement) nurses related to the hospital QI activities in public general hospitals. Methods : Purposive sampling was conducted 10 QI nurses and who have QI work experience for more than 1 year. Data were collected through focus group interviews. Interviews were recorded, transcribed and analyzed with qualitative content analysis using Strauss and Corbin's methodology. Results : The core categories of experience with QI activities were 'the success and failure of the medical care and overall health service sector', 'the degree of activation of current QI activities', 'characteristics of public hospital QI activities', 'what is needed to activate future QI activities'. The key themes were derived as follows. 'Success of quality enhancement activities according to the characteristic of public hospitals', 'activation of public hospital QI activities through leadership and QI education', 'reorganizing the role of regional hospitals in public hospitals'. Conclusion : Physician participation is important in the success of QI activities in public hospital practice. To lead these physician participation, Sharing doctor's QI experience and providing the necessary knowledge in QI activities and helping their leadership in QI activities are needed. QI nurses at public hospitals should lead QI activities to improve national hospitals' care quality through cooperating with local hospitals.

• Quality Improvement in Health Care
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• v.12 no.2
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• pp.47-54
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• 2006