ObjectiveTo explore the efficacy of reforming head nurse inspection and supervision outside the eight-hour administration, in order to ensure seamless quality management. MethodsFrom January 2014, reform was carried out on the name, form, content, and standard of head nurse inspection and supervision, including the combination of casual and work wear, seamless management outside the eight-hour administration, complete management with key emphasis, fine evaluation with objectives and emphasis, the combination of feedback and summarizing, and the combination of written and oral report. ResultsAfter the implementation of 6-month reformation, the head nurses involved in inspection increased from 102 in January 2014 to 124 in June 2014, the departments involved in inspection increased from 276 to 332. After the implementation, the ward environment management and nurses' working state were improved. Adverse events (pressure ulcer, fall/drop from bed) were decreased. The qualified rate of patient identification arose. Patients and their relatives had a higher rate of medication and disease knowledge, and nurses had a higher rate of knowledge on the responsibility for diagnosis and major nursing points. The differences before and after the reform were significant (P<0.05). ConclusionThe elaborating reform can promote the efficiency of head nurse inspection and supervision, and ensure the nursing quality and safety outside the eight-hour administration.
ObjectiveTo explore medical waste management method in a large hospital and strengthen the standardized management of medical waste. MethodsBetween July 2012 and December 2014, according to the PDCA cycle working procedures, existing problems were found in medical waste management through survey, the cause of which was analyzed to formulate and implement a new system of medical waste management, to help carry out employee training and cross examination, and give feedback to clinical departments to make improvements. Then, we analyzed the awareness rate of medical waste-related knowledge among medical staff, accuracy rate of medical waste disposal, average daily medical waste amount before and after the application of PDCA cycle to evaluate the effect of the measures taken. ResultsAwareness rate of medical waste-related knowledge among medical staff (2012:55.59%, 2013:62.89%, 2014:94.43%) increased with statistical significance (χ2=410.871, P<0.001). Accuracy rate of medical waste disposal (2012:69.83%, 2013:87.29%, 2014:94.91%) increased with statistical significance (χ2=197.449, P<0.001). Rank correlation analysis showed that average daily medical waste amount declined as average daily inpatients number increased (rs=?0.590, P<0.001). ConclusionUsing PDCA cycle can improve the awareness rate of medical waste-related knowledge and accuracy among medical staff to achieve continuous quality improvement of medical waste management.