APPLICATION OF CONTINUOUS QUALITY IMPROVEMENT PROGRAM THROGH DMAIC MODEL IN OFFERING SAFE AND EFFECTIVE SERVICES IN CARDIAC CATHETERIZATION LABORATORY

This study provides a framework for optimizing efficiency in the CARDIAC CATH LAB..The main objective was to critically examine the major quality indicators of good operational management of Cardiac Cath Lab by measuring and minimize the door ?to ?balloon time, door- to- needle time and TAT (Turn Around Time), evaluating the workload, employee engagement and employee satisfaction We also evaluated Cath lab time utilization, which includes identifying bottlenecks and recommending solutions Methods: Research was carried out by published materials, such as published articles, government publications, international publications and journals, press releases, online portals, implemented intervention project and relevant keyword searches were analyzed to get the results This data was then evaluated on basis of various parameters Results:- It was found that using quality indicators such as DMAIC model, PDCA, C& E Analysis, congruence model, we were able to identify the bottlenecks in the overall management of Cath lab and evaluate the measurement and minimization of Turn Around Time during cardiac procedure and door to balloon time. Staff members and their satisfaction play important role in providing high-quality, safe patient care efficient TAT by working as a team provides a way to accomplish this. Operational efficiency and Optimum quality thus hold increasing importance to Cath labs Identifying inefficiencies and reducing supply expenses in Cath lab care delivery can save time, maximize production and minimize costs . Recommendations & Conclusions: Depending on the available in-hospital facilities and using plan do study act quality tool the goal for patients with STEMI should be to achieve a Door-To-Needle Time within 30 minutes (for thrombolysis) and a Door-To-Balloon Time within 90 minutes (for PCI) and Turn Around Time to be 20 minutes. Organizations with higher staff satisfaction and commitment have better patient outcomes and organizational outcomes so proper distribution of resources and work in a proper hierarchal manner may reduce the workload, staff satisfaction, operational efficiency and ultimately achieving the mission of providing high and effective quality of care reducing all performing gaps and gaining and working on all opportunity gaps as mentioned in congruence model.