53 RWHAP

The use of TQM (total quality management) which are a “set of tools, principles, and procedures concerned with involving everyone in an organization in controlling and continuously improving how work is done in order to meet customer expectations of quality” (Halley et al). The human service workers at CCI are known to have interpersonal competence, they support and nurture others. They are able to listen to the needs of the consumer and empathize. In addition, they are “socially sensitive and facilitate interpersonal and group processes” (Halley et al). The ability to integrate, knowledge, skills, and self-practice, in addition to knowing when a situation requires the involvement of other workers is vital to a successful agency. “The competent worker is able to play a variety of roles; understands the wide applicability of the problem-solving process; is not imprisoned in a specialty; is challenged by variety, and is able to apply relevant but perhaps diverse knowledge and procedures to work situations” (Halley et al).

Quality management is a systematic and continuous process that organizations use to deliver products and services that meet or exceed customer expectations. Quality management in healthcare has evolved over the years to address increased demands from consumers related to the quality of care and services, as well as to address problems in patients’ outcomes. The medical field tends to use quality management to focus on patient and staff safety, reducing medical errors, and avoiding or decreasing morbidity and mortality rates. In order to improve the quality of a facility requires the entire facility to

The role of the Quality Management team is to continually seek for areas of improvements in patient care, and patient satisfaction. Inferior to the Quality Management Committee you will find the Clinical Care Evaluation Committee, Patient Satisfaction Committee and the Management and Directors of the organization. While this seems somewhat confusing there is a level of hierarchy achieved. Therefore overseeing the entire quality improvement of the organization would ultimately be the Board of Directors, (Huber, 2014).

Sullivan (2013) informed of the total quality management (TQM) created by Dr. Deming that are popular in numerous business organizations. Switching from solving problems to preventing problems, Sullivan (2013) explained that the TQM’s focal points are their clients, total employees’ participation, available data for measurement, and process improvements. With Deming’s 14 management points, St Jude Medical Center (SJMC) will be evaluated on its quality management.

Looking at the main focus areas of CareNational, Quality Management is in many ways seen as most multifaceted and complex of the Medical Management disciplines. On the surface, its missions seem simple and serves as a consistent philosophy across the wide variety of supporting roles: ensure the overall quality of patient care. However, navigating through the variety of tools, position functions, and organizational structures internal to the department, it becomes significantly hazier. Additionally, many of the foundational elements are based on the general business concept of this department that has its own four main components: quality control, quality assurance, quality planning, and quality improvement. The question is now raised of how

The primary purpose of quality management is to beat the competition. It does this by improving the services, products, and enhance safety to achieve maximum customer satisfaction and better performance. Quality management makes all employees responsible for patient satisfaction. Internally, it creates a sense of communication and effectiveness. Every care service we provide should be based on quality, by defining issues in the organization, find solutions to improve patients’ satisfaction and increase the quality. Healthcare organizations need the quality management to track effectiveness and performance through different measurement tools to collect information about the patient satisfaction and evaluate the outcomes by comparing collected information to the performance expectation.

Delivery Quality and Value- I chose this chapter because it as the re-bid for our contract draws near, our best defense is our clients perception of our quality. “Execution” covers in detail the Six Sigma quality assurance five step solution, which includes the following steps; define, measure, analyze, improve, and control. Currently our organization does have procedures put into place with our Internal Review Process that does indeed assure we meet the Six Sigma statistic. The most important part of this chapter discussed lean method for our clients. The lean method involves identifying what our clients truly value. As our re-bid gets closer we should really re-evaluate our processes to assure that our client still sees them as valuable. Do our clients really think all of our fifty plus deliverables are valuable? If not then we should suggest that we rid ourselves of them and focus on the ones that really do create value. Our managers should always be reaching out to the client trying to focus on the details that are most important and letting the things that they do not see meaningful go away.

The aim of Innovative Solutions Group, Inc., referred to hereafter as ISG, is to become a leading provider of general contracting services to Marine Corps Air Station (MCAS) Cherry Point and Marine Corps Base (MCB) Camp Lejeune. The company will be managed using the Total Quality Management (TQM) approach and a focus on continuous improvement. TQM, as discussed in Satterlee’s (2009), is a tool “utilized from the executive levels of the firm to the line workers” and every associate within the organization will contribute to continuous improvement. ISG will adopt TQM’s three major principles as its own: customer focus, participation and teamwork, and continuous improvement and learning.

In addition, the quality manager was asked to assess how much time did the staffs devoted to quality related activities. Before the implementation of TQM, their profits had declined in the period of 2008 and early. However, their turn overrates increased 23% and the profits increased from £-425million (profit/loss after tax) to £ 281 million (profit/loss after tax) from 2010 to 2013. (Madar, 2015)

My Business Quality Management degree program has prepared me for the business world and enabled me to not just understand business processes from quality perspectives but also improve those for driving organizational change through quality improvement. The Southwestern core curriculum has prepared me to advance in my career options. My degree has helped me develop business management skills as well as improved my ability to offer ideas and insight into best practices. With my degree, I have the skills to utilize information to improve the quality of products and services and evaluate customer satisfaction based on the consistent delivery of top quality products and services that are completed on time, and meet specific customer defined levels of quality. Utilizing my education experience combined with my personal experience, I am able to use appropriate business concepts and generally accepted quality management theories and practices like Lean, Six Sigma, Total Quality Management, Baldrige and Benchmarking techniques to aid business decision making.

The purpose of the following report is to make senior management aware of how much is being spent on quality related costs. There are four categories of cost and the report below will analyse these costs of quality for easier understanding so that quality costs can be reduced more sensibly. The following four categories of cost and examples will be presented in the cost of quality report below:

The text defines total quality management (“TQM”) as end to end organizational focus on quality of products and services, from suppliers to customers. Companies engaged in TQM are dedicated to provide excellence in all aspects of

This case illustrates that quality cost information can play an important role in alerting top management about the importance of quality improvement in a non-manufacturing department of a manufacturing firm. The case is based on the following article:

Quality management approach should be different in service sector in comparison with manufacturing industry. The most distinguishing characteristic between service and manufacturing industries is that in the former there is usually a direct interaction

From the above QFD the critical to quality area (CTQs) as per customer expectation could be identified.