web-based incident reporting and risk management software (Datix Ltd)
90
Structured Review
Datix Ltd
web-based incident reporting and risk management software
Web Based Incident Reporting And Risk Management Software, supplied by Datix Ltd, used in various techniques. Bioz Stars score: 90/100, based on 1 PubMed citations. ZERO BIAS - scores, article reviews, protocol conditions and more
https://www.bioz.com/product/web-based+data+management+software/web+based+incident+reporting+and+risk+management+software/pmc06934234-6-83-78
Average 90 stars, based on 1 article reviews
Web Based Incident Reporting And Risk Management Software, supplied by Datix Ltd, used in various techniques. Bioz Stars score: 90/100, based on 1 PubMed citations. ZERO BIAS - scores, article reviews, protocol conditions and more
https://www.bioz.com/product/web-based+data+management+software/web+based+incident+reporting+and+risk+management+software/pmc06934234-6-83-78
Average 90 stars, based on 1 article reviews
web-based incident reporting and risk management software - by Bioz Stars,
2026-11
90/100 stars
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Software:Article Title: Datix reporting in University Hospitals of North Midlands: what can trainees learn from this? Article Snippet: .. Datix is a web-based incident reporting and Article Title: Exploring the sustainability of quality improvement interventions in healthcare organisations: a multiple methods study of the 10-year impact of the ‘Productive Ward: Releasing Time to Care’ programme in English acute hospitals Article Snippet: B , Customisation Still part of nursing development lead remit; ad hoc support given to wards by original lead Two ward managers continue to have protected time (1 day a month) Other wards continue to revisit processes, though not using Productive Ward tools Hospital-level discussions underway re-improving use of ward-level data and display , End of funding for leads although continued to support Remaining wards implemented after initial 2-year implementation period Storage overhauled post-implementation Impacts on wards sustained for 1 year Became part of remit of nursing development lead Two ward managers given protected time (1 day a month) to implement on their wards , Transformation All wards implemented three foundation modules and at least four process modules ‘Direct Care Time’ reportedly increased in most wards by 15%–20% Standardised efficient storage system; better stock management; designated areas for equipment; extra equipment purchased Knowing How We are Doing and Patient Status At a Glance boards on all wards Greater staff voice in QI. .. C , ‘Loose coupling’ (see text ) ‘Trust Quality Bundle’ still being implemented and developed. But evidence that ward manager-led (rather than teams); modules seldom rerun Poor reach of staff involvement in QI Standardised Knowing How We are Doing boards still being used (but out of date) Productive Ward storage still in place , Developed a QI ‘bundle’ (‘Trust Quality Bundle’), which used Productive Ward as a framework but incorporated relevant elements of other QI programmes Introduction of Datix web-based incident reporting and Control:Article Title: Exploring the sustainability of quality improvement interventions in healthcare organisations: a multiple methods study of the 10-year impact of the ‘Productive Ward: Releasing Time to Care’ programme in English acute hospitals Article Snippet: B , Customisation Still part of nursing development lead remit; ad hoc support given to wards by original lead Two ward managers continue to have protected time (1 day a month) Other wards continue to revisit processes, though not using Productive Ward tools Hospital-level discussions underway re-improving use of ward-level data and display , End of funding for leads although continued to support Remaining wards implemented after initial 2-year implementation period Storage overhauled post-implementation Impacts on wards sustained for 1 year Became part of remit of nursing development lead Two ward managers given protected time (1 day a month) to implement on their wards , Transformation All wards implemented three foundation modules and at least four process modules ‘Direct Care Time’ reportedly increased in most wards by 15%–20% Standardised efficient storage system; better stock management; designated areas for equipment; extra equipment purchased Knowing How We are Doing and Patient Status At a Glance boards on all wards Greater staff voice in QI. .. C , ‘Loose coupling’ (see text ) ‘Trust Quality Bundle’ still being implemented and developed. But evidence that ward manager-led (rather than teams); modules seldom rerun Poor reach of staff involvement in QI Standardised Knowing How We are Doing boards still being used (but out of date) Productive Ward storage still in place , Developed a QI ‘bundle’ (‘Trust Quality Bundle’), which used Productive Ward as a framework but incorporated relevant elements of other QI programmes Introduction of Datix web-based incident reporting and |