Factors that hinder quality improvement programs’ implementation in SME

2014 ◽  
Vol 21 (4) ◽  
pp. 690-715 ◽  
Author(s):  
Luís Mendes ◽  
Luís Lourenço
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Quality Management System ◽  
Longitudinal Research ◽  
Manufacturing Sector ◽  
Actual Performance ◽  
Content Type ◽  
Improvement Programs ◽  
Main Factors ◽  
Quality Improvement Programs

Purpose – The purpose of this paper is to focus on the following purposes: first, to identify/analyze the main factors that hinder quality improvement programs’ implementation in SMEs, and second, to test if the level of importance attributed to those factors differ according to firms’ dimension. Design/methodology/approach – A survey was mailed to 600 Portuguese SME randomly selected. Out of the sample, a total of 95 questionnaires were completed and returned, performing a final response rate around 16 per cent. Findings – Findings reached from this research, highlighted seven different factors affecting quality programs: top management's education/training level and priorities, costs and actual performance, lack of support from external agents, human resources’ overload, aversion to change, lack of resources, and culture and training. Furthermore, results suggest that these factors assume greater importance in medium-sized firms, compared to smaller ones. Research limitations/implications – The research focused specifically on the Portuguese manufacturing sector; thus, particular attention should be paid in attempting to generalize results. Moreover it is recognized that further researches may consider exploring longitudinal research designs in order to gain additional insights into the dynamic nature of problems faced. Practical implications – Understanding the main problems that hinder quality improvement programs’ implementation in SME may allow practitioners to plan more effectively their quality management system, especially faced with scarce resources. Originality/value – Quality management issues focus essentially on larger organizations. This paper is the first attempt to systematize the main factors that hinder quality improvement programs’ implementation in small and medium sized firms.

scholarly journals An integrated Bayesian–Markovian framework for ascertaining cost of executing quality improvement programs in manufacturing industry

2019 ◽  
Vol 36 (7) ◽  
pp. 1229-1242 ◽  
Author(s):  
Mohit Goswami ◽  
Gopal Kumar ◽  
Abhijeet Ghadge
Keyword(s):  
Markov Chain ◽  
Quality Improvement ◽  
Steady State ◽  
Quality Level ◽  
Expected Cost ◽  
Content Type ◽  
Cost Of Quality ◽  
Improvement Programs ◽  
Quality Improvement Programs ◽  
Steady State Probabilities

Purpose Typically, the budgetary requirements for executing a supplier’s process quality improvement program are often done in unstructured ways in that quality improvement managers purely use their previous experiences and pertinent historical information. In this backdrop, the purpose of this paper is to ascertain the expected cost of carrying out suppliers’ process quality improvement programs that are driven by original equipment manufacturers (OEMs). Design/methodology/approach Using inputs from experts who had prior experience executing suppliers’ quality improvement programs and employing the Bayesian theory, transition probabilities to various quality levels from an initial quality level are ascertained. Thereafter, the Markov chain concept enables the authors to determine steady-state probabilities. These steady-state probabilities in conjunction with quality level cost coefficients yield the expected cost of quality improvement programs. Findings The novel method devised in this research is a key contribution of the work. Furthermore, various implications related to experts’ inputs, dynamics related to Markov chain, etc., are discussed. The method is illustrated using a real life of automotive industry in India. Originality/value The research contributes to the extant literature in that a new method of determining the expected cost of quality improvement is proposed. Furthermore, the method would be of value to OEMs and suppliers wherein the quality levels at a given time are the function of quality levels in preceding period(s).

scholarly journals The Challenges of Physicians' Participation in Hospital Accreditation Programs: A Qualitative Study in Iran

2021 ◽  
Author(s):  
Hosein Ebrahimipou ◽  
Elahe Houshmand ◽  
Mehdi Varmaghani ◽  
Javad Javan-Noughabi ◽  
Seyyed Morteza Mojtabaeian
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Evaluation System ◽  
Medical Community ◽  
Snowball Sampling ◽  
Hospital Accreditation ◽  
High Workload ◽  
Improvement Programs ◽  
Quality Improvement Programs

Abstract Background. Due to the increasing pressure on hospitals to improve the quality of patient care, the need for physicians to participate in quality improvement Programs, especially hospital accreditation, has become more important. The present study was conducted to describe challenges of physicians' participation in accreditation programs in Iran using a qualitative approach.Methods. We conducted interviews with 11 managers, 9 physicians, 8 officials and experts in the field of quality management selected through purposive snowball sampling. The initial in-depth unstructured interviews were reviewed and transformed into semi-structured ones. The data obtained were analyzed in ATLAS.ti using the conceptual framework method.Results. 3 main concepts (cultural, organizational, behavioral) and 12 sub-concepts (Motivation, patient demand, mutual trust and evaluation system, high workload, understanding the role of quality management unit, unrealistic accreditation, nature of accreditation, empowerment of physicians in the field of quality, effective communication, resource constraint, ambiguity in the role of uncertainty about participation), And 57 items emerged from the analysis of the data.Conclusion. The implementation of this program can be improved through Culture building, proper accreditation training and quality improvement activities in the medical community helped to implements.

scholarly journals The Knowledge Management Process for Implementing Quality Improvement Programs

2012 ◽  
Vol 62 ◽  
pp. 97-108 ◽  
Author(s):  
Adolfas Kaziliūnas
Keyword(s):  
Knowledge Management ◽  
Quality Improvement ◽  
Quality Management ◽  
Management Strategy ◽  
Iso 9000 ◽  
Management Process ◽  
Learning Mechanisms ◽  
Knowledge Management Strategy ◽  
Improvement Programs ◽  
Quality Improvement Programs

The importance of quality to any and all organizations is well known, and it is necessary to teach employees quality discipline. However, the analysis of literature indicates that many of quality improvement programs are ineffective. This article discusses knowledge management processes for the organizational learning mechanisms that can help to plan and implement quality management programs more successfully. The processes are implemented in sequence for the development of knowledge management in an organization in which user needs and expectations are recognized as an input. The processes are controlled by knowledge management strategy planning, knowledge process, customer and knowledge supplier relationships. The mechanisms are led by a knowledge management leader, knowledge management personnel, and knowledge management system infrastructure. The input is transformed into knowledge management results in terms of users’ needs and expectations of knowledge management outcomes, knowledge management strategy and planning outcomes, knowledge management delivery outcomes. By using the knowledge management process organizations can increase the effectiveness of quality management training.Keywords: quality management, knowledge management, ISO 9000 standards, quality programsŽinių vadybos procesas kokybės gerinimo programoms įgyvendinti Adolfas Kaziliūnas Santrauka Daugelis organizacijų, siekdamos konkurencinio pranašumo, įtraukia kokybės gerinimą į savo stra­teginius tikslus, tačiau literatūros analizė rodo, kad dažnai kokybės gerinimo programos nepasiekia numatytų savo tikslų. Tai dažniausiai atsitinka dėl netikslaus kokybės programų pritaikymo organiza­cijos reikmėms ir netinkamai vykdomo mokymosi proceso. Šio tyrimo tikslas – rasti būdų efektyviau įgyvendinti kokybės gerinimo programas. Tyrimai parodė, kad pasitelkdamos žinių vadybos patirtį organizacijos gali padidinti kokybės gerinimo pro­gramų efektyvumą. Žinių vadybos procesai padeda organizacijai geriau analizuoti, parengti ir įsisavin­ti aktualią organizacijos darbuotojams informaciją. Straipsnyje pateikiamas literatūros analizės pagrin­du parengtas septynių fazių žinių vadybos procesas. Procese nuosekliai išdėstytos veiklos, kurias reikia atlikti rengiant ir įgyvendinant kokybės gerinimo programą. Prieš rengiant šią programą būtina išana­ lizuoti organizacijos darbuotojų mokymosi poreikius ir pagal tai suformuluoti mokymų strategiją. Organi­zacijos vadovai turėtų asmeniškai dalyvauti planuo­jant programą ir pageidautina – mokant darbuotojus. Kokybės gerinimo programos tikslai ir jų pasiekimo planai turi būti aiškiai apibrėžti. Į planavimo proce­są būtina įtraukti vidurinės grandies vadybininkus, nes jie geriausiai pastebi darbuotojų žinių trūkumus. Būtina rimtai vertinti dalies darbuotojų skeptišką požiūrį į mokymų programą ir reaguoti į jų pasta­bas. Labai svarbu mokymosi rezultatų matavimas ir analizė bei nuolatinis grįžtamojo ryšio su programos dalyviais palaikymas. Rezultatų matavimas ir anali­zė turi būti atliekama po kiekvienos esminės proceso fazės: vartotojų poreikių nustatymo, mokymosi stra­tegijos suformulavimo ir planavimo, mokymo planų įgyvendinimo. Reikšminiai žodžiai: kokybės vadyba, žinių va­dyba, kokybės programos, ISO 9000 standartai.

scholarly journals Quality management systems in Aboriginal Community Controlled Health Services: a review of the literature

2021 ◽  
Vol 10 (3) ◽  
pp. e001091
Author(s):  
Jenifer Olive Darr ◽  
Richard C Franklin ◽  
Kristin Emma McBain-Rigg ◽  
Sarah Larkins ◽  
Yvette Roe ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Health Service ◽  
First Nations ◽  
Quality Management System ◽  
Grey Literature ◽  
Models Of Care ◽  
Clinical Governance ◽  
Aboriginal Community ◽  
Continuous Quality

BackgroundA national accreditation policy for the Australian primary healthcare (PHC) system was initiated in 2008. While certification standards are mandatory, little is known about their effects on the efficiency and sustainability of organisations, particularly in the Aboriginal Community Controlled Health Service (ACCHS) sector.AimThe literature review aims to answer the following: to what extent does the implementation of the International Organisation for Standardization 9001:2008 quality management system (QMS) facilitate efficiency and sustainability in the ACCHS sector?MethodsThematic analysis of peer-reviewed and grey literature was undertaken from Australia and New Zealand PHC sector with a focus on First Nations people. The databases searched included Medline, Scopus and three Informit sites (AHB-ATSIS, AEI-ATSIS and AGIS-ATSIS). The initial search strategy included quality improvement, continuous quality improvement, efficiency and sustainability.ResultsSixteen included studies were assessed for quality using the McMaster criteria. The studies were ranked against the criteria of credibility, transferability, dependability and confirmability. Three central themes emerged: accreditation (n=4), quality improvement (n=9) and systems strengthening (n=3). The accreditation theme included effects on health service expenditure and clinical outcomes, consistency and validity of accreditation standards and linkages to clinical governance frameworks. The quality improvement theme included audit effectiveness and value for specific population health. The theme of systems strengthening included prerequisite systems and embedded clinical governance measures for innovative models of care.ConclusionThe ACCHS sector warrants reliable evidence to understand the value of QMSs and enhancement tools, particularly given ACCHS (client-centric) services and their specialist status. Limited evidence exists for the value of standards on health system sustainability and efficiency in Australia. Despite a mandatory second certification standard, no studies reported on sustainability and efficiency of a QMS in PHC.

Quality management challenges in a dynamic reality of mergers, acquisitions and global expansion

2019 ◽  
Vol 36 (7) ◽  
pp. 1192-1211
Author(s):  
Aviva Bashan ◽  
Deganit Armon
Keyword(s):  
Quality Management ◽  
Quality Management System ◽  
Strategic Partnerships ◽  
Quality Systems ◽  
Content Type ◽  
Global Expansion ◽  
Global Quality ◽  
Functional Aspects ◽  
Strategic Role

Purpose The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy. Design/methodology/approach The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies. Findings As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy. Practical implications The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value. Originality/value While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.

Intensifying effects of COVID-19 on economic growth, logistics performance, environmental sustainability and quality management: evidence from Asian countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Ikram ◽  
Yichen Shen ◽  
Marcos Ferasso ◽  
Idiano D’Adamo
Keyword(s):  
Economic Growth ◽  
Quality Management ◽  
Environmental Performance ◽  
Management System ◽  
Quality Management System ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Asian Countries ◽  
Content Type ◽  
Goods And Services

Purpose This study aims to explore the effects of the COVID-19 outbreak on exports of goods and services, logistics performance, environmental management system (ISO 14001) certification and quality management system (ISO 9001) certification in top affected Asian countries of India, Iran, Indonesia, Philippines, Bangladesh and Pakistan. Design/methodology/approach A novel grey relational analysis models’ approach is used to examine the inter-relationship between COVID-19 economic growth and environmental performance. Moreover, the authors applied a conservative (maximin) model to investigate which countries have the least intensifying affected among all of the top affected COVID-19 Asian countries based on the SS degree of grey relation values. The data used in this study was collected from multiple databases during 2020 for analysis. Findings Results indicate that the severity of COVID-19 shows a strong negative association and influence of COVID-19 on the exportation of goods and services, logistics performance, ISO 9001 and ISO 14001 certifications in all the six highly affected countries during a pandemic outbreak. Although the adverse effects of COVID-19 in exporting countries persisted until December 31, 2020, their magnitude decreased over time in Indonesia and Pakistan. During the COVID-19 outbreak, Pakistan showed comparatively better performance among the six top highly affected Asian countries due to its smart locked down strategy and prevents its economy from severe damages. While India and Iran export drastically go down due to a rapid increase in the number of COVID-19 cases and deaths. Research limitations/implications The research findings produce much-required policy suggestions for leaders, world agencies and governments to take corrective measures on an emergent basis to prevent the economies from more damages and improve their logistics, environmental and quality performance during the pandemic of COVID-19. Originality/value This study develops a framework and investigates the intensifying effects of COVID-19 effects on economic growth, logistics performance, environmental performance and quality production processes.

Effectiveness of Multifaceted Hospitalwide Quality Improvement Programs Featuring an Intervention to Remove Unnecessary Urinary Catheters at a Tertiary Care Center in Thailand

2007 ◽  
Vol 28 (7) ◽  
pp. 791-798 ◽  
Author(s):  
Anucha Apisarnthanarak ◽  
Kanokporn Thongphubeth ◽  
Sirinaj Sirinvaravong ◽  
Danai Kitkangvan ◽  
Chananart Yuekyen ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Care Center ◽  
Tertiary Care ◽  
Hospital Costs ◽  
Urinary Catheterization ◽  
Urinary Catheters ◽  
Improvement Program ◽  
Improvement Programs ◽  
Intervention Team ◽  
Quality Improvement Programs

Objective.To evaluate the efficacy of a multifaceted hospitalwide quality improvement program that featured an intervention to remind physicians to remove unnecessary urinary catheters.Methods.A hospitalwide preintervention-postintervention study was conducted over 2 years (July 1, 2004, through June 30, 2006). The intervention consisted of nurse-generated daily reminders that were used by an intervention team to remind physicians to remove unnecessary urinary catheters, beginning 3 days after insertion. Clinical, microbiological, pharmaceutical, and cost data were collected.Results.A total of 2,412 patients were enrolled in the study. No differences were found in the demographic and/or clinical characteristics of patients between the preintervention and postintervention periods. After the intervention, reductions were found in the rate of inappropriate urinary catheterization (mean rate, preintervention vs postintervention, 20.4% vs 11% [P = .04]), the rate of catheter-associated urinary tract infection (CA-UTI) (mean rate, 21.5 vs 5.2 infections per 1,000 catheter-days [P <.001]), the duration of urinary catheterization (mean, 11 vs 3 days [P < .001]), and the total length of hospitalization (mean, 16 vs 5 days [P < .001]). A linear relationship was seen between the monthly average duration of catheterization and the rate of CA-UTI (r = 0.89; P < .001). The intervention had the greatest impact on the rate of CA-UTI in the intensive care units (mean rate, preintervention vs postintervention, 23.4 vs 3.5 infections per 1,000 catheter-days [P = .01]). The monthly hospital costs for antibiotics to treat CA-UTI were reduced by 63% (mean, $3,739 vs $1,378 [P < .001]), and the hospitalization cost for each patient during the intervention was reduced by 58% (mean, $366 vs $154 [P < .001]).Conclusions.This study suggests that a multifaceted intervention to remind physicians to remove unnecessary urinary catheters can significantly reduced the duration of urinary catheterization and the CA-UTI rate in a hospital in a developing country.

scholarly journals Quality Management Systems Implementation Compared With Organizational Maturity in Hospital

2015 ◽  
Vol 8 (3) ◽  
pp. 174 ◽  
Author(s):  
Tayebeh Moradi ◽  
Mehdi Jafari ◽  
Mohammad Reza Maleki ◽  
Seyran Naghdi ◽  
Hesam Ghiasvand
Keyword(s):  
Quality Management ◽  
Quality Management System ◽  
Management Systems ◽  
P Value ◽  
Maturity Model ◽  
Quality Management Systems ◽  
Systems Implementation ◽  
Significant Difference ◽  
Organizational Maturity ◽  
Improvement Programs

<p><strong>BACKGROUND:</strong> A quality management system can provide a framework for continuous improvement in order to increase the probability of customers and other stakeholders’<strong> </strong>satisfaction.<strong> </strong>The test maturity model helps organizations to assess the degree of maturity in implementing effective and sustained quality management systems; plan based on the current realities of the organization and prioritize their improvement programs.</p> <p><strong>OBJECTIVES:</strong> We aim to investigate and compare the level of organizational maturity in hospitals with the status of quality management systems implementation.</p> <p><strong>MATERIALS &amp; METHODS: </strong>This analytical cross sectional study was conducted among hospital administrators and quality experts working in hospitals with over 200 beds located in Tehran. In the first step, 32 hospitals were selected and then 96 employees working in the selected hospitals were studied. The data were gathered using the implementation checklist of quality management systems and the organization maturity questionnaire derived from ISO 10014. The content validity was calculated using Lawshe method and the reliability was estimated using test - retest method and calculation of Cronbach’s alpha coefficient. The descriptive and inferential statistics were used to analyze the data using SPSS 18 software.</p> <p><strong>RESULTS:</strong><strong> </strong>According to the table, the mean score of organizational maturity among hospitals in the first stage of quality management systems implementation was equal to those in the third stage and hypothesis was rejected (p-value = 0.093). In general, there is no significant difference in the organizational maturity between the first and third level hospitals (in terms of implementation of quality management systems).</p> <p><strong>CONCLUSIONS:</strong> Overall, the findings of the study show that there is no significant difference in the organizational maturity between the hospitals in different levels of the quality management systems implementation and in fact, the maturity of the organizations cannot be attributed to the implementation of such systems. As a result, hospitals should make changes in the quantity and quality of quality management systems in an effort to increase organizational maturity, whereby they improve the hospital efficiency and productivity.</p>

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