Keith Marton
Instructor Keith Marton
Product Id 601812
Duration 60 Minutes
Version Recorded
Original Price $295
Special Offer Price $10
Refund Policy
Access recorded version only for one participant; unlimited viewing for 6 months

The Nuts and Bolts of Patient Quality and Safety in Health Care


The presentation will begin with a brief outline of the history of health care quality efforts, beginning with efforts to measure quality in the early 20th century and moving through mentions of leaders in quality development up to the present day.It will then discuss the principles and basic tools used to improve quality and safety, as well as the kinds of metrics used to monitor those efforts.It will touch upon what health care has learned from other non-medical industries.

Finally, it will make recommendations for what is required for an organization to become a high quality, safer organization.

Why should you attend: The overlapping fields of health care quality and patient safety are rapidly changing, especially with the growing presence of public scrutiny of health care organizations, consumer oriented choice, a plethora of tools for managing quality and safety, and the movement to health care reform. Anyone entering or participating in the delivery of American health care needs to have at a basic understanding of the principles underlying high quality and safe health care.

Areas Covered in the Session:

  • History patient quality/safety efforts
  • Key leaders in quality improvement efforts
  • Basic principles of quality improvement/patient safety
  • Key tools in quality and safety: six sigma, lean, PDSA, high reliability, etc.
  • Publicly reported quality metrics for health care
  • Understanding the promise and pitfalls in quality metrics

Who Will Benefit:
  • Directors of Quality
  • Patient Safety
  • Medical Directors
  • Physician Leaders
  • Public Health Officials

Speaker Profile
Dr. Marton has been involved in the development and operation of hospitals and health systems for about 40 years. In his present role as a board member of 2 health systems and consultant to leadership of other large health systems he has been involved in several merger activities and has first hand knowledge of the complexities of what makes for a successful or failed endeavor.

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