Total Quality Management in a 300-Bed Community Hospital: The Quality Improvement Process Translated to Health Care

1992 ◽  
Vol 18 (9) ◽  
pp. 293-300 ◽  
Author(s):  
Jay M. Hughes
Keyword(s):  
Health Care ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Community Hospital ◽  
Total Quality ◽  
Quality Improvement Process ◽  
Improvement Process

Konseptualisasi Peningkatan Mutu Pendidikan Tinggi melalui Total Quality Management (TQM)

2019 ◽  
Vol 8 (1) ◽  
pp. 1
Author(s):  
Imam Azhar
Keyword(s):  
Higher Education ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Educational Institution ◽  
Team Work ◽  
Modern Concept ◽  
Total Quality ◽  
Quality Improvement Process ◽  
Main Factor

Total Quality Management is a philosophy of continous improvement, which can provide any educational institution with 3 set of practical tools for meeting and exceeding present and future customers needs, wants and expectation. In modern concept, the higher education is service industrial that should pay any attention and focus on customers needs, wants and expectations that is students themselves and their prospective jobs. The implementation concept of TQM in higher education will be successful if it is supported by involving and empowering the employees at all levels of institution, such as; decision making and problem solving, There must be a strategic planning, as the engine of quality improvement to guide the running of institution in realizing the customers satisfaction, good and visoned management as the main factor of quality improvement process, and forming an effective team work for quality.  

Redesigning health care: new wine from old bottles?

2003 ◽  
Vol 8 (2) ◽  
pp. 120-122 ◽  
Author(s):  
Louise Locock
Keyword(s):  
Health Care ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Change Management ◽  
Poor Quality ◽  
Magic Bullet ◽  
Total Quality ◽  
New Approach ◽  
Set Up

One of the latest remedies for poor quality services is seen as being redesign of the health care system. Redesign is charged with political meaning, representing a radical challenge to practitioners and managers. But is it really a new approach? Although it draws on theories of re-engineering and total quality management, it is a pragmatic blend of components of both. Early findings suggest that quality improvement has been achieved but this has not been as extensive as anticipated. Redesign is in danger of being seen as the new magic bullet and thus may be being set up to fail. It may prove to be one more in a succession of discarded change management fads.

scholarly journals Management of services in total quality management implemented and non-implemented health facilities

2021 ◽  
Vol 6 (4) ◽  
pp. 689-696
Author(s):  
Muhsina Begum ◽  
Ashees Kumar Saha ◽  
Sheuly Begum ◽  
Nasima Akhter ◽  
Pritikona Borua ◽  
...  
Keyword(s):  
Health Care ◽  
Quality Management ◽  
Total Quality Management ◽  
Health Care Providers ◽  
Service Providers ◽  
Health Facilities ◽  
Working Environment ◽  
Care Providers ◽  
Total Quality ◽  
Medical College

5S-CQI-TQM is a management technique that is aimed at bringing satisfaction of staff as well as the patients through improvement of working environment. A cross-sectional comparative study was carried out among 226 respondents who were selected purposively from the selected study place from 1st January to 31st December 2017. Among 226 respondents, 113 were taken from Dhaka Medical College and another 113 were taken from Mugdha Medical College. Among 113 respondents, 56 respondents were health care providers and 57 respondents were health care receivers. The purpose of this study to compare the management of services in Total Quality Management implemented (Dhaka Medical College and Hospital) and non-implemented (Mugdha Medical College and Hospital) health facilities. A Semi-structured interviewer administered questionnaire and an observational check list were developed to collect the data. Separate questionnaire was used for health care providers and health care receivers. The statistical analysis was conducted using SPSS (statistical package for social science) version 20 statistical software. Significant statistical differences were found between TQM implemented and TQM non-implemented hospital regarding workload (p=0.043), hospital authority always seriously consider staff’s suggestions for the improvement of quality of service (p<0.001), employees always respect to each other in the hospital (p<0.001) and 35 (62.5%) service providers expressed satisfactory opinion regarding management of the hospital. Asian J. Med. Biol. Res. December 2020, 6(4): 689-696

IMPLEMENTASI TOTAL QUALITY MANAGEMENT (TQM) PERSPEKTIF TEORI EDWARD DEMING, JURAN, DAN CROSBY

2021 ◽  
Vol 3 (1) ◽  
pp. 50-60
Author(s):  
Husna Nashihin ◽  
Nazid Mafaza ◽  
M.Okky Haryana
Keyword(s):  
Quality Control ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Total Quality ◽  
Quality Planning

Pengkajian Total Quality Management (TQM) dari perspektif   Edward Deming, Teori Juran, dan  Teori Crosby sangat urgen dilakukan guna menemukan konstruksi teoritis diterapkannya  Total Quality Management (TQM) di lembaga pendidikan.  Implementasi teori Edward Deming dapat dilakukan dengan langkah sebagai berikut ciptakan tujuan yang mantap demi perbaikan produk dan jasa, hentikan ketergantungan pada inspeksi masal dalam bidang pendidikan, akhiri kebiasaan melakukan hubungan bisnis hanya berdasarkan biay, perbaiki sistem produksi dan jasa secara konstan dan terus meneru, dan lembagakan metode pelatihan yang modern di tempat kerja. Lembagakan Kepemimpinan. Implementasi Teori Juran dalam Total Quality Management (TQM) dilakukan dengan tiga tahapan berikut, yaitu perencanaan kualitas (Quality Planning/QP), pengendalian kualitas (Quality Control/QC), dan perbaikan kualitas (Quality Improvement/QI). Implementasi Teori Crosby dalam Total Quality Management (TQM) dilakukan dengan langkah sebagai berikut; legitimasi Kebijakan, pengembangan konstituen, akumulasi sumber daya, desain Organisasi dan modifikasi, memobilisasi sumber daya dan aksi, dan pemantauan kemajuan dan dampak perubahan kebijakan.

Statistical Process and Quality Control

2000 ◽  
pp. 233-244
Keyword(s):  
Quality Control ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Statistical Process Control ◽  
Control Charts ◽  
Statistical Testing ◽  
Total Quality ◽  
Statistical Process ◽  
Sampling Plans

Abstract This chapter provides an introduction to statistical process control and the concept of total quality management. It begins with a review of quality improvement efforts in the extrusion industry and the considerations involved in developing sampling plans and interpreting control charts. It then lays out the steps that would be followed in order to implement statistical testing for billet casting, die performance, or any other process or variable that impacts extrusion quality. The chapter concludes with an overview of the fundamentals of total quality management.

Proficiency Testing from a Total Quality Management Perspective

1992 ◽  
Vol 38 (5) ◽  
pp. 615-618 ◽  
Author(s):  
K Castañeda-Méndez
Keyword(s):  
Health Care ◽  
Quality Management ◽  
Total Quality Management ◽  
Proficiency Testing ◽  
Health Care Financing ◽  
Proficiency Tests ◽  
Total Quality ◽  
Management Perspective ◽  
Care Costs

Abstract Public concern over increasing health-care costs plus dramatized testing errors, has resulted in CLIA '88 with its more stringent rules governing laboratory performance. The purpose of the 1990 U.S. Health Care Financing Administration Final Rules for Proficiency Tests is to separate the quality laboratory from the poorly performing one. From the perspective of total quality management, the customer (patient) defines quality as virtually error-free test results. The current proficiency testing format defeats this. Its effective purpose is not to identify quality laboratories but to shut down the most prolific laboratories--regardless of their quality. There are two reasons for this. First, the proficiency testing format is incomplete: it is missing a minimum frequency criterion. Second, the data for determining the quality of a laboratory's performance (the degree of error-free results) are not being used. I propose a solution based on continuous improvement that promotes voluntarism, favors the quality laboratory, and reduces federal regulation.

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