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Quality: The Mayo Clinic Approach

Department of Radiology, Nephrology and Hypertension, Mayo Clinic Rochester, Rochester, Minnesota, swensen.stephen{at}mayo.edu

James A. Dilling, BSIE, CMPE

Administrative Services, Nephrology and Hypertension, Mayo Clinic Rochester, Rochester, Minnesota

Dawn S. Milliner, MD

Department of Internal Medicine, Nephrology and Hypertension, Mayo Clinic Rochester, Rochester, Minnesota

Richard S. Zimmerman, MD

Department of Neurologic Surgery, Mayo Clinic Arizona, Scottsdale, Arizona

William J. Maples, MD

Department of Oncology, Mayo Clinic Florida, Jacksonville, Florida

Mark E. Lindsay, MD, MMM

Department of Internal Medicine, Pulmonology, Luther Hospital, Eau Claire, Wisconsin

George B. Bartley, MD

Department of Ophthalmology, Mayo Clinic Florida, Jacksonville, Florida

Developing highly reliable care for patients requires changes in some traditional beliefs of medical practice, an evolution toward a "system" of health care, the disciplined application of scientific principles, modifications in the way all future providers are trained, and a fundamental understanding by leadership that quality must become a business strategy and core work, not an expense or regulatory requirement. Quality at Mayo is defined as a composite of outcomes, safety, and service. A 4-part strategic construct focusing on Culture, Infrastructure, Engineering, and Execution has been developed to guide improvement activities and to ensure a comprehensive approach to better patient care. The Mayo Clinic experience has led to a greater understanding of the leadership commitment, organizational challenges, and the breadth of initiatives necessary to achieve highly reliable care.

Key Words: quality • systems • engineering • safety

This version was published on September 1, 2009

American Journal of Medical Quality, Vol. 24, No. 5, 428-440 (2009)
DOI: 10.1177/1062860609339521


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