The Health Care Industry is one of the most import Essay

This essay has a total of 2428 words and 12 pages.

TQM

The Health Care Industry is one of the most important industries if not the most important
one. The Health Care industry consists of everything from the little pharmacy across the
street, drugs processing plants all the way to the hospital where we immune our kids. The
Health Care industry affects nearly every living person. Most people don't realize how
important this industry is and how it affects their everyday lives, not to mention how
complicated it is. That is why it is so critical that products and services of this
industry are at their highest quality and are free of harm to ensure that the consumer
will not face any damaging consequences. Therefore, as any other industry, quality in the
health care system has become the element in the world's market competition and Total
Quality Management (TQM) plays a big role in promising that result. TQM was widely
accepted by Japan from 1950 onward. They used this principle for continuous refinement of
an organization-wide quality system. During the 1970's and 1980's, the Japanese and their
U.S. companies demonstrated that high quality is achievable at lower costs and greater
customer satisfaction. It was the result of using the management principles of total
quality management. Since then many organizations around the world have adopted TQM or
similar methodologies. There have been many successes and many reported failures. Success
of the system depends on the total commitment of the people to quality from top to bottom
within the organization. TQM implementation is based on team work and the philosophy of
continuous improvement. As hospitals are indispensable part of our health care system,
which predominantly provides curative health care services, and as hospitals seem to
occupy a very small part in overall health care system in terms of number, yet in fact
hospitals take a major chunk of expenditure on health care and also mark the reputation of
health system, and with the rising cost of health care services, hospitals have to carry
out their functions effectively & efficiently so that, appropriate quality of care is
provided at a cost acceptable by the Society.

As King Abdulaziz University Hospital's management is running on an older system, which
adds to workers that call out more sick days and abuse the Hospital's production
procedure, organizational problems decoding means that all the members of the organization
participate in cultivating a vision and improving the corporate cultures. In any change
program one must comprehend where his organization is before he can chart a course of
where he want his organization to be. Therefore, before executing TQM or another program,
it is important to add the total value of the organization in terms of its current quality
or performance class and to define the level of performance or quality he wants to
achieve.

Steps To Implement TQM:
1. Organizational vision:
Organizational vision provides the frame work that guides a firm's believes and values.
The general picture of the corporate vision should be a simple, one sentence guide or
motto that every employee knows, and more important, believes in. If well crafted, the
vision statement can serve through a torrent of change in product and service technology.
The strategic vision needs to consider both the external customer and the employees, but
should lack a defining or differentiating phrase between them. For example, General Motors
provides all employees a card with its strategic vision, including a cause-effect diagram
that indicates the importance of team work. Simply stating a vision is not enough. It
needs to be demonstrated by the actions of the executives, managers, superiors, foremen,
and individuals. It should be done continuously in all their actions and initiatives.
Moreover, deliberation must be exercised in developing these goals and strategies. They
must reflect the values and culture of the work force. While top-management commitment is
essential, managers should realize when to lead and when to get out of the way. In a sense
quality management is management from the bottom up. An atmosphere of responsibility must
be created toward the customer for whatever product is produced or service is rendered.
Strategies in successful vision implementation demonstrate commitment.

2. Barrier Removal
It is inevitable that change will be resisted. In fact, a great deal of effort in quality
management is expended in overcoming such resistance, usually by allowing change to come
from individuals directly involved, rather from management. The whole idea of continuous
improvement leads to continuous change.

Some of these barriers are:
- We know what they really want (without asking them).
- Quality is not a major factor in decisions-low initial cost mentality prevails.
- Creative accounting can increase corporate performance.
- Can't manufacture competitively at the low end.
- The job of senior management is strategy, not operations.
- Success is good, failure is bad.
- If it isn't broke, don't fix it.
- The key disciplines from which to draw senior management are finance and marketing.
- Increase in quality means increase in cost.
- Thinking that time, quality, and cost are the worst mutuality exclusive, at best we can only choose two out of three.
The following are the steps to barrier removal:
I. Identify barrier. As seen above some of these barriers may apply more efficient progress.
II. Place into categories. Related barriers and their systemic causes may now be analyzed.
Categorization may be facilitated by using either cause-effect diagrams or quality
function deployment.

III. Establish priority. An objective process that is not influenced by management or
hidden agenda must be developed. At this stage barriers are judged on their validity in
accordance with the severity of the problem.

IV. Problem solving. This means more than symptoms removal. Sick organizations do not
recover for the long term if the symptoms are masked. It is vital to address the root of
the problem. The elimination of one barrier may solve many problems for example poor
communication between management and staff. One should keep in mind that analyzing the
problem should include estimates of resources required for its solution.

V. Goals and strategies for resolution. Resolution of problems may entail goals over a
period of months or years. Goals should be realistic and attainable with the given
resources. Strategies ensure that goals can be accomplished. Bear in mind that numerical
goals as such may not be what is required. Numerical goals may also limit the amount of
growth, particularly in organizations used to working up to an average.

3. Communication
Communication is the glue that binds all the techniques, practices, philosophies, and
tools. Communication may be written, verbal, or nonverbal. Understanding and refining
skills for each main type communication is an ongoing process for everyone. All forms of
communication involve four elements: the sender, the receiver, the message, and the
medium. The medium is the method of delivery, and can affect the message. It was said that
"the medium is the message", referring in part to the filtering effects that can happen to
the message and how personality factors may influence our understanding.

4. Continuous Evaluation
Feedback is essential to continuous improvement. How else would we know if our goals are
being reached? These feedback mechanisms may be simple oral or written reports,
information systems, or complex automated statistical analyses integrated with our expert
systems. The key is to receive the information in time to allow initiating corrective
action. For example, in constructive feedback from doctors, patients and so forth can help
us as managers to find new ways to reduce cost and schedule. Feedback may also help
mangers to find the best way to manage a department and therefore affecting the design. We
also should understand and separate assessable causes from chance causes. Assessable
causes have distinct reasons for their existence, while chance causes are those causes
that we have no control over.

5. Continuous Improvement
Unlike innovation, which requires great resources, and, no small amount of serendipity,
continuous improvement is easier to manage and utilize Everyone's talent. Japanese
companies have used this idea for some time, and call this approach kaizen. This idea fits
hand in hand with team building approach. Kaizen and innovation are compared in.

To reduce cost and time and increase productivity, in any industry, the focus must be
projected on the process that produces the product. Improving the process in construction,
for example, reduced or may eliminate costly change orders and therefore reduced
complexity and time. Through inspection and analysis of the process, everyone shares a
common learning experience and the accumulated knowledge and understanding of the process
become the basis for improving it.

Precepts of Quality Improvement
•. Quality leadership must begin with top management.
•. The most important aspect of quality is identifying the activities within the organization that affect quality.
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