Quality management systems like ISO, EFQM and TQM evaluate structures and processes but do not assess the related outcome. They were first used in industry and transferred Raf activity to healthcare systems thereafter. The necessity that an individual organization has to define its own quality goals, as well as the processes to achieve them, could be considered as a weakness. Moreover, those programs are addressing entire hospitals rather than specific diseases or functional units. Pure industrial process optimization programs

are addressing processes without considering best practices from other organizations. After defining their own quality goals, the processes to achieve them have to be developed by the organization itself. Finally, process consulting is helpful in order to solve individual problems, and best practice transfer is the basis of this type of optimization. Most consulting projects selleckchem are very long lasting, however, and put a high burden of the organization regarding human resources. According to our experience, all above-mentioned programs are addressing relevant parts of clinical process optimization in stroke

care. None of them provides a holistic solution, however. Reviewing the literature, Donabedian [15] has defined three different qualities in medical care describing the basis for optimization in stroke care. The structural quality is covered by guideline adherence. In this context it is important that the guidelines are defined by the medical societies and based on clinical and scientific evidence. Lonafarnib ic50 However, the guidelines have to be implemented into clinical processes resulting in a positive impact on process quality. By combining both efforts, the quality of care is expected to

increase but this effect has to be monitored in order the proof outcome quality. In order to address these three qualities, a methodology for process optimization in stroke care has to include all the relevant clinical guidelines and to reflect the organizational structure which is defined by specific guidelines. Moreover, such a methodology has to have the capability to support optimization of clinical processes addressed by management consulting tools. Additionally, transfer of best practices will be helpful in achieving this goal. Our focus should be on support processes as well, which contributes in improving the process quality, e.g. providing optimized imaging infrastructure. An essential part is also to measure quality parameters thus addressing structural, procedural and outcome performance indicators. Keeping all these requirements in mind, so called “process maturity models” seem to best meet our needs. They are generally accepted in software industry or aeronautics.