A recent quality improvement process implemented in the correctional facility that I practice in was aimed at reducing medication errors in treatment regimens. The data for this was gathered by accessing the records on medication errors, and then comparing these results with the number of medication errors after the quality improvement measure was implemented. This was a fairly simple procedure because the records were already existing, and it just required the implementation of a new barcode system to allow for comparing results. The data gathered was used to make an assessment of whether this new barcode system had a positive effect on the number of medication errors in the facility, and whether the cost of implementing the system outweighed the benefits of implementing it.
The main outcome that was measured was the number of medication error. Staff at the facility were also asked to give feedback on the new system and whether they felt it made them more confident in delivering medication. This information was then compiled into a report that highlighted the effects of the quality improvement measure on the correctional facility as a whole. After the report was issued, the new barcode system was felt to be most appropriate for the facility as there was a reduction in the number of medication errors and the staff felt comfortable with using it. Change was implemented by unfreezing the old system, making the change, and then rolling out the new system to everyone working at the facility (Finkelman, 2012). The process was simple as there was already data on how the nurses felt about the new barcode system, so changes were made before fully implementing it to make sure that all of the staff were happy about the change and what it meant for their job role.
References
Finkelman, A. (2012). Leadership and Management for Nurses: Core Competencies for Quality Care (2 edition). Boston: Pearson.
