title: [Quality Management in Medicine: What the Surgeon Needs to Know].
abstract: Quality management (QM) is a method used in the field of economics that was adopted late by the medical sector. The coincidence of quality management and what is referred to as economisation in medicine frequently leads to QM being - incorrectly - perceived as part of the economisation problem rather than as part of its solution. Quality assurance defines and observes key performance indicators for the achievement of quality objectives. QM is a form of active management that intends to systematically exclude the effects of chance. It is supposed to enable those in charge of an institution to deal with complex processes, to influence them and achieve quality even under unfavourable circumstances. Clearly defined written standards are an important aspect of QM and allow for 80 % of patients to be treated faster and less labour-intensively and thus to create more capacity for the individual treatment of the 20 % of patients requiring other than routine care. Standards provide a framework to rely on for department heads and other staff alike. They reduce complexity, support processes in stress situations and prevent inconsistent decisions in the course of treatment. Document management ensures transparent and up-to-date in-house standards and creates continuity. Good documents are short, easy to use, and, at the same time, comply with requirements. Specifications describe in-house standards; validation documents provide a forensically sound documentation. Quality management has a broad impact on an institution. It helps staff reflect on their daily work, and it initiates a reporting and auditing system as well as the systematic management of responses to surveys and complaints. Risk management is another aspect of QM; it provides structures to identify, analyse, assess and modify risks and subject them to risk controlling. Quality management is not necessarily associated with certification. However, if certification is intended, it serves to define requirements, increase motivation for the implementation of measures to be taken, and provide long-term continuity in newly adopted processes. Specialist certificates issued by medical associations frequently emphasise an interdisciplinary treatment approach; however, their certification processes are often of poor quality. The effectiveness and efficiency is evident for individual QM instruments in medicine. It is very likely that quality management improves effectiveness in the whole field of medicine, but this has yet to be proved.
authors.affiliation: Paracelsus-Klinik Bad Ems, Deutschland.
authors.forename: M
authors.initials: M
authors.lastname: Holtel
authors.affiliation: Abteilung Allgemein- und Viszeralchirurgie, Christophorus-Kliniken Coesfeld-Dülmen-Nottuln, Coesfeld, Deutschland.
authors.forename: T
authors.initials: T
authors.lastname: Roßmüller
authors.affiliation: Abteilung Allgemein- und Viszeralchirurgie, Christophorus-Kliniken Coesfeld-Dülmen-Nottuln, Coesfeld, Deutschland.
authors.forename: K
authors.initials: K
authors.lastname: Frommhold
mesh_terms: D002568:Certification / Q000191:economics / Q000592:standards; D017046:Cost Savings / Q000191:economics* / Q000592:standards; D005858:Germany; D006801:Humans; D033183:Interdisciplinary Communication; D000070516:Intersectoral Collaboration; D009313:National Health Programs / Q000191:economics* / Q000592:standards; D010819:Physician's Role; D012308:Risk Management / Q000191:economics / Q000592:standards; D066231:Surgeons / Q000191:economics / Q000592:standards; D017749:Total Quality Management / Q000191:economics* / Q000379:methods* / Q000592:standards