scholarly journals International practices of quality management in healthcare (a review)

2019 ◽  
Vol 4 (4) ◽  
pp. 38-43
Author(s):  
Rufiya I. Ginnyatulina
Keyword(s):  
Quality Assurance ◽  
Quality Improvement ◽  
Quality Management ◽  
Medical Care ◽  
Continuous Quality Improvement ◽  
Iso 9001 ◽  
Total Quality ◽  
Iso 15189 ◽  
Continuous Quality ◽  
The World

An analysis of international publications revealed a growing interest in all aspects of quality in medical care, especially in the definition of the concept of quality in healthcare. In the world community, the following approaches to quality management are widely used: the Total Quality Control (TQC); Total Quality Management (TQM), which includes Quality Assurance and Quality Improvement; Continuous Quality Improvement (CQI); Lean management, including Hoshin Kanri's policy and PDCA's Deming - Shuhart Cycle (Plan-Do-Check-Act). Practical implementation of the principles of General Quality Management (TQM) and Continuous Quality Improvement (CQI) is based on the models of business improvement in quality management: the EFQM (European Foundation for Quality Management) model, the MBQA (Malcolm Baldrige Quality Award) model and the Chronic Care Model. In management ofmedical organizations, the International standards for services perfection are more often used, which use the experience of quality assurance, as well as the international systems and standards: JCI, ISO 9001, IWA1, ISO 15189, ISO 14000, OHSAS 18001. The ISO interstate standards represent the international consensus of world practice in quality management. Nowadays, medical organizations use the following standards: SRPS ISO 9001: 2015, SRPS EN 15224: 2017, SRPS EN ISO 15189: 2014, SRPS EN ISO 13485: 2017, IWA 1: 2005. In the period of globalization of the world economy and healthcare, the best international practices should form the basis for improving domestic health care in medical care quality management.

Continuous Quality Improvement Applied to Medical Care: Experiences at LDS Hospital

1991 ◽  
Vol 11 (4_suppl) ◽  
pp. S60-S65 ◽  
Author(s):  
Gil Kuperman ◽  
Brent James ◽  
Julie Jacobsen ◽  
Reed M. Gardner
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Medical Care ◽  
Continuous Quality Improvement ◽  
Analytic Approach ◽  
Statistical Tools ◽  
Continuous Quality ◽  
Key Steps ◽  
Expected Outcomes

At LDS Hospital the authors are implementing continuous quality improvement (CQI), a systems-analytic approach to quality management in industry, as an approach to quality management in medical domains. Their approach consists of 1) choosing a process to be improved, 2) assembling a team of expert clinicians that understands the process and the outcomes, 3) determining key steps in the process and expected outcomes, 4) collecting data that measure the key process steps and outcomes, and 5) feeding back the data to the practitioners. CQI theory states that the practitioners will use the information and their own best intentions to improve the manner in which they provide care. The authors have developed statistical tools that display the data and distinguish between random and assignable variation.

scholarly journals TQM: The Quality Imperative

1991 ◽  
Author(s):  
William Smitley ◽  
Teri Yanovitch
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Successful Implementation ◽  
Senior Executive ◽  
Total Quality ◽  
Continuous Quality ◽  
Tools And Techniques

A wide variety of methods, tools, and techniques currently exist to assist companies enhance quality. However, many of them do not bring about substantiative improvement. The reasons are varied but usually begin with a lack of senior executive commitment and leadership. This paper explores the concepts and actions that are needed to change the culture of an organization to one of continuous quality improvement. It provides the outline for successful implementation of Total Quality Management (TQM) in any corporation. Paper published with permission.

The Presence of Total Quality Management and Continuous Quality Improvement Processes in California Public Health Clinics

1997 ◽  
Vol 3 (3) ◽  
pp. 57-60 ◽  
Author(s):  
F. Douglas Scutchfield ◽  
María Luisa Zúñiga de Nuncio ◽  
Ruth A. Bush ◽  
Sara Handelman Fainstein ◽  
Maria Alena LaRocco ◽  
...  
Keyword(s):  
Public Health ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Total Quality ◽  
Continuous Quality ◽  
Health Clinics ◽  
Public Health Clinics

Role of Organizational Culture in Quality Management

2018 ◽  
pp. 324-350
Author(s):  
Sushma Nayak ◽  
Abhishek Behl
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Total Quality ◽  
Continuous Quality ◽  
Business Excellence ◽  
The Way

In this intensely competitive world, an organization can survive in business only as long as it is consistently able to deliver quality products and services. The impulse for higher quality has brought about far-reaching changes in the way business is conducted. Likewise, studies in recent years are attempting to establish the interrelationship between organizational culture and total quality management. An organization is likely to attain a set of core managerial standards, norms, and practices that distinctively identifies the way it runs business; such standards give rise to a culture that may confer the organization a persistent competitive advantage, particularly if it is nifty, atypical, and imperfectly replicable. The present study explores the case of Bhagini Nivedita Sahakari Bank Ltd., Pune, functioning in the state of Maharashtra in India. The bank serves as a classic example of business excellence through continuous quality improvement; it has a unique organizational culture realized by the adoption of a customer-centric business model.

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