Applications Of Quality Function Deployment Approach

Berry, L. L. (2000). Cultivating service brand equity. Journal of the Academy of Marketing Science, 28(1), 128-137. Retrieved from http://link.springer.com/article/10.1177/0092070300281012

Patients similarly can discuss face-to-face minor issues with a doctor from the healthcare facility using a modern phone or computer application technology. Doctor on Demand is a service that allows patients, from the comfort of home, to connect with a provider through the patient’s technological device. This service is quick and easy, and patients are seen at a fractional cost of a face-to-face visit. From a healthcare perspective, this program helps to alleviate unnecessary and often overcrowded emergency room visits, allowing the emergency room providers and nursing staff to focus on the critically ill patients.

The U.S. Department of Health and Human Services has announced plans to link 30% of Medicare reimbursements to the quality of provider services by the end of 2016 and 50% by the end of 2018. The ultimate goal is to move the healthcare system toward quality-based payment, rather than quantity. However, this transition comes with its own set of challenges.

From the top to the bottom, everyone is responsible to maintain safety throughout health care organizations. This is one of the fundamental reasons for having these six goals in an attempt to improve the quality in patient care (Finkleman, 2012). We must work consistently and collaboratively adhere to these goals in order to achieve quality improvement. Also, health care professionals need to understand the rationale for applying these concepts into their scope of practice. According to our lesson this week, (Chamberlain College of Nursing, 2016) “Quality Improvement is about inspiring change.” It is never easy to implement change because you are always going to face obstacles.

Healthcare facilities have a legal and moral obligation to provide the high quality patient care, (Huber, 2014). The Quality Management team’s goal will be to continually strive to improve the care their organization delivers. In order for this to be achieved their must goals and objectives to work towards. The success of these goals and objectives are dependent upon The Quality Management Structure of the organization. With proper implementation and management of the quality care initiative, the organization should an improvement in patient safety and clinical outcomes.

Continuous quality improvement (CQI) will be joined with Transitions Theory in the program evaluation. Although originally developed by business managers, CQI is best known for its use in manufacturing settings, specifically in the automotive industry (Radawski, 1999). CQI was created with customers (patients) as the center of its philosophy; consequentially, the model

The Quality Improvement (QI) concentrates on the four main standards which is that QI functions and operates as methods and procedures, concentrates on patients, puts emphasis on being part of a team/group, centers their attention on the utilization of the data (Quality Improvement, n.d.). Qualitative approaches gather data and information from informative characteristics, instead of numbers that describe statistical conclusions. Health care systems can gather qualitative data within the medical care field by utilizing patient and staff satisfaction surveys, focus-group discussions, and independent observations (Quality Improvement, n.d.). Control charting is one of the steps that are included in CQI. The steps to control charting is finding,

NDY will utilize existing system of quality control to ensure that required services are being provided as per the Contract requirements; that these services are of professional quality; that outcomes are being met; and that clients are satisfied with the services received. NDY has a long history of providing services to at-risk /high-risk youth and low-income families with grant funds, including foundation, federal, state and county funding sources and the agency has a system in place to guarantee service compliance and goal attainment. Utilizing sound evaluation research methods, NDY routinely conducts both process and outcome evaluations of all programs. In addition to complying with all Contract-related reporting requirements, NDY will implement an internal monitoring process. Our process evaluation methods include periodic detailed case audits, random service provision observations, weekly case presentations, and continual monitoring of client goals and objectives by staff and supervisors.

People, in general, have certain expectations of a health care organization. The main one, I believe, most people would agree with is to have standards to provide low-cost effective quality care. This is often presented in the principal foundation of an organization’s model of health care, embedded and established in the infrastructure of the organization. These models are responsible for the approaches of an organization’s performance, quality assessments, and quality management. As an employee of Avon hospital, a Cleveland Clinic (CC) health system hospital, I stand by their model set forth by their six fundamental beliefs and values of quality, integrity, compassion, collaboration, service, and innovation, which is the source of the

In “Lectures 4-9” we talked about the importance of collecting customer needs and defining the scope of the project before starting the design phase.

One of the struggles of companies, governments, and individuals is on making the right decisions from developing products, implementing projects, and purchasing a car, respectively. Making the right decisions is what leads to success; for this reason, researchers and system engineers have developed tools which would be very helpful to measure and track the decisions in order to ensure that the decisions are strong, with informative and research support. Pareto Analysis (PA), Paired Comparison (PC), Grid Analysis (GA), Decision Analysis (DA), Quality Function Deployment (QFD) are some of the most commonly used tools for decision making (Mann, 2005). However, we chose to study QFD and to what extend we can use it. QFD is defined as a technique for developing a design quality aiming at satisfying the consumer and then translating the consumer’s demand into design targets and major quality assurance points to be used throughout the production phase (Akao, 1990). QFD was invented in Japan by Dr. Yoji Akao and Dr. Shigeru Mizuno in 1966, but it was applied in Mitsubishi’s Kobe shipyard in 1972 as a result from attempting to improve the development cycle and ensuring to satisfy the customer’s needs (Khurana, 1992). Quality Function Deployment in Japanese is Hin Shitsu Ki No Ten Kai. The US adopted this method in the 1980’s and it slowly became popular throughout the world.

External customer requirements may be gathered and transformed into specific, actionable process improvements using quality function deployment, a well- structured product development process which dictates what the market requires into a program to create, manufacture, and deliver it. However, teams should collaborate to arrive at a common understanding of the customer needs and determine the appropriate technical requirement of each stage. As soon as customer expectations are met, customer satisfaction will improve, resulting in a take-back of market share and an increase in revenue.

1- The study here is on the Quality Function Deployment and how it makes use of the matrix format to tackle some issues which are important to the planning process. The House of Quality Matrix translates the main requirements of

Implementation of excellent quality comes with a cost. The company must decide if it is really worth compromising the quality for revenue. If the quality costs exceeds the expected revenue of the company then the company must abandon implementing quality control mechanism. If otherwise, the quality would contribute to the product value and hence the revenue.

The market introduction project of a new product is as important as its design project. When a company is budgeting for a new product project, it is fundamental to include the marketing expenses in the initial budget, thus, the company will not have future surprises. Dr. Levoy, in his article, The difference between efficiency and effectiveness, he explains that it may be a waste of time if a company has an entirely efficient manufacturing process, however, at the end is not effective, or does not achieve its objective, such as bringing more clients or selling a new product, (Levoy, B., 2011). This is the importance of a marketing project, the marketing professionals can sell ideas, products, services, anything that is marketable, and if a company is launching a product I believe that the goal is to reach the customers. Therefore, to understand well our plan for Fiat Chrysler and the launching of the new Jeep Wrangler Pickup Truck, we design the following schema to explain the plan details: 1. A fast explanation of the actual market and some challenges; 2. Explanation of the nature of the new product to be launched and its industry; 3. The marketing project to introduce the new product to the customers; 4. Explanation of how we will use the Total Quality Management - TQM tools to measure and control the marketing plan execution; 5. How FCA already applies TQM philosophy to achieve client satisfaction and how we can expand the use of TQM