Creating a sustainable culture of quality through the SLMTA programme in a district hospital laboratory in Kenya.

Autor: Maruti PM; Ministry of Health-Kenya, Kenya., Mulianga EA; Ministry of Health-Kenya, Kenya., Wambani LN; Ministry of Health-Kenya, Kenya., Wafula MN; Ministry of Health-Kenya, Kenya., Mambo FA; Department of Health Sciences, Masinde Muliro University, Kenya., Mutisya SM; A Global Healthcare Public Foundation, Kenya., Wakaria EN; Management Sciences for Health-Kenya, Kenya., Mbati EM; AIDS, Population and Health Integrated Assistance Plus (APHIA PLUS) Western, Kenya., Amayo AA; Management Sciences for Health-Kenya, Kenya., Majani JM; Ministry of Health-Kenya, Kenya., Nyary B; International Healthcare and Development, Nigeria., Songwe KA; A Global Healthcare Public Foundation, Kenya.
Jazyk: angličtina
Zdroj: African journal of laboratory medicine [Afr J Lab Med] 2014 Sep 16; Vol. 3 (2), pp. 201. Date of Electronic Publication: 2014 Sep 16 (Print Publication: 2014).
DOI: 10.4102/ajlm.v3i2.201
Abstrakt: Background: Bungoma District Hospital Laboratory (BDHL), which supports a 200-bed referral facility, began its Strengthening Laboratory Management Toward Accreditation (SLMTA) journey in 2011 together with eight other laboratories in the second round of SLMTA rollout in Kenya.
Objectives: To describe how the SLMTA programme and enhanced quality interventions changed the culture and management style at BDHL and instilled a quality system designed to sustain progress for years to come.
Methods: SLMTA implementation followed the standard three-workshop series, mentorship site visits and audits. In order to build sustainability of progress, BDHL integrated quality improvement processes into its daily operations. The lab undertook a process of changing its internal culture to align all hospital stakeholders - including upper management, clinicians, laboratory staff and maintenance staff - to the mission of sustainable quality practices at BDHL.
Results: After 16 months in the SLMTA programme, BDHL improved from zero stars (38%) to four stars (89%). Over a period of two to three years, external quality assessment results improved from 47% to 87%; staff punctuality increased from 49% to 82%; clinician complaints decreased from 83% to 16; rejection rates decreased from 12% to 3%; and annual equipment repairs decreased from 40 to 15. Twelve months later the laboratory scored three stars (81%) in an external surveillance audit conducted by Kenya Accreditation Service (KENAS).
Conclusion: Management buy-in, staff participation, use of progress-monitoring tools and feedback systems, as well as incorporation of improvement processes into routine daily activities, were vital in developing and sustaining a culture of quality improvement.
Competing Interests: The authors declare that they have no financial or personal relationship(s) which may have inappropriately influenced them in writing this article.
Databáze: MEDLINE
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