Total Questions: 89
Standard deviation
A t-test
A chi-square
Variance
Matric diagram
Pareto chart
Affinity diagram
Histogram
Cluster sampling
Continuous sampling
Matched random sampling
Accidental sampling
Opinion are to facts
Fabrications are to designs
Attitudes are to deeds
Actions are to outcomes
Visually appealing and compelling
Meaningful to those analyzing the outcomes
Understandable to all organization employees
Publishable to the general public and in compliance with HIPPA standards
Pareto chart: illustrates common causes or sources of problems
Run chart: Provides a running record of a process over time
Control chart: Similar to the Run chart, but includes a median data line
Scatter diagram: graphically displays the relationship between two variables
Seven or more consecutive ascending or descending data points with 21 or more total points
Seven or fewer consecutive ascending or descending data points with 21 or more total points
Seven or more consecutive data points all above or all below the median or mean.
Unrelated points indicating a special-cause variation
Mean calculates the frequency a number occurs and gives the most valid picture.
Median calculates the average number
Variance measures the distance between the extreme numbers.
Standard deviation is the square root of the variance
An expected outcome is to an adverse outcome
Geriatrics is to primary care medicine
Tonsillectomy is to appendectomy
a sterile filed is to an operating room
Cyclic movements
Sporadic motions
A trend line
Staying within control limits
Capability analysis requires the presence of a special cause of variation
Capability analysis requires that the process is in Statistical control
Capability analysis is used to identify the limits of the current process
The degree to which the average temperature in refrigerators in a hospital falls outside specification on any given day may be displayed in a
bar chart
Control chart
2 standard deviations above the center line
3 standard deviations above the center line
4 standard deviations above the center line
None of the above
0
0.034
0.1
0.9
Will be found 5% of the time even if the process is in statistical control
Will be found 5% of the time even if the process is out of statistical control
Indicates the presence of a sentinel event
Is a signal for further investigation
Obtaining customer feedback
Assessing compliance to the time-out procedure
Measuring patient falls
Functional testing of laboratory machines.
Reducing variation when the process is table
Increasing variation when the process is stable
Failing to recognize special cause variation when it is present
Falsely identifying special cause variation when none exists
The shape of data
The spread of data
The center of data
All of the above
Increase the need for new data elements
Increase the efficiency of the data collection process
Increase the cost of the data collection process
Result in all of the above
Reduce the sample size
Increase the sample size
Keep the sample size the same
Review the medical record of each ventilated patient until variation is reduced.
One week
One Month
One quarter
1
10
25
Flow chart
Line chart
Bar chart
Pie chart
Scatter plot
Line graph
Determining the range of the data
Drawing in the median measurement
Changing the vertical scale
Modifying the time scale
The process is in statistical control
The process is out of statistical control
More data points are needed to determine whether the process is in statistical control
Other statistical techniques should be used to determine whether the process is in statistical control
Establishing the goals of data collection
Developing operational definitions
Planning for data consistency
Evaluating the resources available
Radar chart
6 consecutive ascending data points
7 consecutive descending data points
A zigzag pattern of 10 data points
Data points close to the mean line
Convenience
Systematic
Stratified
Simple random
Flowchart
Graphs
Spreadsheet
Shewhart chart
Frequency plot
1 to 3
3 to 5
8 to 12
15 to 20
Group size
Length of meeting
Opinions of the group
Skill of the moderator
Database
Graphics
Word processor
Pre-op, Post-op
AS, BS, MS, PhD.
Temperature
Mass
Analog.
Continuous.
Discrete.
Variable.
Expert
Purposive
Quota
Chi-square.
Multiple regression analysis.
Regression analysis.
T-test.
Chi-square
Multiple regression analysis
Regression analysis
T-test
0.99
0.95
0.85
0.01
0.02
0.05
Brainstorming
Delphi technique
Motivating.
Nominal group technique.
Primary a focus of utilization management
A key dimension of quality care
Equivalent to case management
The degree to which healthcare services are coherent & unbroken
Effectiveness
Potential
Appropriateness
Efficacy
Availability and respect/caring
Respect/caring and competency
Effectiveness and respect/caring
Continuity and competency
Assessing the organizations readiness to commit to change
Designing a long range plane for cultural transformation
Encouraging leaders to commit to a culture of excellence
Leading the cultural transformation redesign team
The patient remains in control of treatment
Patient care outcomes are determined by the payer
There are no required medical records
Expected outcomes for ambulatory conditions are too obvious
The patients will express overall satisfaction with clinic facilities
The contract lab will provide results within 24 hours of sample delivery
The staff complies with all infection control policies and procedures
Newly diagnosed hypertensive patients are controlled within 6 months
The physical environment
Caring staff and physician
New technology
The physicians technical competence
Most problems with service delivery result from systems difficulties
Frequent inspection is necessary to improve quality
Most problems with service delivery result from difficulties with individuals
Top management leadership in quality activities disenfranchises employees
Eliminate numerical goals for management
Cease dependence on inspection
Constantly improve every process
Break down barriers between staff areas /departments
Interdependent: Structure directly affects both process and outcome
Causal: Structure leads to process and process leads to outcome
Relational: useful for comparisons, but not causal
There is no relationship; they are categorized used to group indicators.
Customer satisfaction
Enhanced communication
Employee empowerment
Improved Statistical data
Outcome of care
Process of care
Structure of care
Administration of care
People and competency
Analysis of data
Performance measures
System and processes
The measurement of the patients functionality and quality of life
Morbidity and mortality
Data reliability
Finance impact
One-time situations
Temporary situations
Acute situations
Chronic situations
Administrative procedure
The focus is on the competency of individual practitioners
The focus on the efficacy and effectiveness of processes
The focus is on the patient
The focus is on organization performance
The responsibility of top management leaders
Delegated to the Quality Management Department
An internal organizational, not community, issue
Independent of process budgets or costs.
Spread the change among staff
Set goals
Change the aim of the project
Implement QIP
Department supervisor
Administrator
Facilitator
Staff
Person performing process
Quality management representative
Quality council
Leader
Team
Quality manager
Frontline staff
Everyone within organization
Chief executive officer
Sponsor
Team leader
Team facilitator
Governing body
CEO
All staff
The CFO
Continuous monitoring
Quality teams
Employees
Champions
Information system
QI team process
Case management process
Patient care management system
Integrated data collection
Quantified objective
Well defined organization culture
Well educated medical staff
Process
Structure
Culture
Outcome
Applies only to peer review
Is an automatic indication of a problem
Means the trigger is never set at 0%
Includes all defined sentinel events
Quality management activities include the use of performance measures inn peer review activities
Peer review problems are resolved and opportunities for improvement are taken
Reports to the governing body include the findings from peer review activities
The effectiveness of the program, including peer review, is evaluated.
Write a letter to each surgeon involved
Form a team of interested surgeons
Refer the issue to administration
Refer the issue to an interdisciplinary QI team
Collection
Analysis
Tabulation
Reporting
Risk manager
Human resources representative
Senior leader
Relevant and valid
Publicly reported and explainable
Relevant and explainable
Valid and publicly reported
Composition of the team
Number of medication errors since team was started
Team members ability to interpret graphs
Length of team meetings
Intensivist, ICU nurse, and respiratory therapist
Primary care physician, infection control nurse, and surgeon
ICU manager, respiratory therapist, and pharmacist
Pharmacist, intensivist, and infection control nurse
Front line staff
Stresses peer review, while QA focuses on the customer
Focuses on the individual while QA focuses on the process
Stress management by objective while QA stresses team management
Focuses on the process while QA focuses on individual performance
Retrospective review to concurrent screening
Individual faults to focus on customer satisfaction
Identify poor performance to good performance
Short term gain to long term one