scholarly journals BIAYA KUALITAS DAN KOMPQNENNYA PADA BAD AN USAHA PERAIH ISO 9000 DI KAWASAN INDUSTRI SIER DAN PIER

2005 ◽  
Vol 4 (1) ◽  
Author(s):  
Stefanus Budy Widjaja Subali ◽  
Yie Ke Feliana
Keyword(s):  
Quality Improvement ◽  
Iso 9000 ◽  
Cost Driver ◽  
Quality Costs ◽  
Activity Cost ◽  
Improvement Programs ◽  
Quality Improvement Programs

Quality has become an important competitive dimension for all organization. Recently, -the emphasis on quality has shifted from a source of strategic advantage to a compepetive necessity As the companies implement quality-improvement programs,one of those is. ISO 9000, a need arises to monitor and report on the progress of these programs. Managers r need to know about the quality costs and the component of quality costs. The component of quality costs include prevention, appraisal, internal failure and external failure costs. This article describes how the companies that were awarded ISO 9000 define the quality costs, what items to be included in the each component of quality costs and how the composition of each component of quality activity cost driver is.

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.

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 Status of trauma quality improvement programs in the Andean region: What foundation do we have to build on

Injury ◽  
2017 ◽  
Vol 48 (9) ◽  
pp. 1985-1993
Author(s):  
Lacey N. LaGrone ◽  
Diego A. Romaní Pozo ◽  
Juan F. Figueroa ◽  
Maria A. Artunduaga ◽  
Eduardo Huaman Egoavil ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Andean Region ◽  
Improvement Programs ◽  
Quality Improvement Programs
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