1. Total Quality Management and Continuous Improvement
6/16/2018
Total Quality Management and Continuous Improvement
Total Quality Management

2. Total Quality Management
6/16/2018
Why TQM?
Attention to quality was seen as a way to combat the competition.
QM view:
Improved quality leads to improved productivity.
Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982.
Xerox market share dropped from 93% in 1971 to 40% in 1981.
Total Quality Management

3. Total Quality Management
6/16/2018
TQM
Total - made up of the whole
Quality - degree of excellence a product or service provides
Management - act, art or manner of planning, controlling, directing,….
Therefore, TQM is the art of managing the whole to achieve excellence.
Total Quality Management

4. Total Quality Management
What does TQM mean?
Total Quality Management means that the organization supports customer satisfaction through an integrated system of tools, techniques, and training.
This involves the continuous improvement of organizational processes, resulting in high quality products and services.
Total Quality Management

5. What’s the goal of TQM?
“Do the right things right the first time, every time.”
Total Quality Management

6. Total Quality Management
Basic of TQM
1. The customer makes the ultimate determination of quality.
2. Top management must provide leadership and support for all quality initiatives.
3. Preventing variability is the key to producing high quality.
4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement.
5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.
Total Quality Management

7. The three aspects of TQM
Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems
Counting
Customers
Culture
the customer is a driving force
and central concern.
Shared values and beliefs, expressed by leaders, that define and support quality.
Total Quality Management

8. Total Quality Management and Continuous Improvement
6/16/2018
Total Quality Management and Continuous Improvement
TQM is the management process used to make continuous improvements to all functions.
TQM represents an ongoing, continuous commitment to improvement.
The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.
Total Quality Management

9. Continuous Improvement versus Traditional Approach
Customer focus
Cross-functional teams
Long-term focus
Continuous improvement
Process improvement focus
Incremental improvements
Problem solving
Market-share focus
Individuals
Short-term focus
Product focus
Innovation
Fire fighting
Total Quality Management

10. Total Quality Management
Quality Throughout
“A Customer’s impression of quality begins with the initial contact with the company and continues through the life of the product.”
Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale.
Quality extends to how the receptionist answers the phone, how managers treat subordinates, how sales and repair people are, and how the product is serviced after the sale.
“All departments of the company must strive to improve the quality of their operations.”
Total Quality Management

11. Quality in Healthcare

12. Definitions of Quality in Healthcare
Services must attract and satisfy patients, meet customer expectations, and distinguish one practitioner or organization from others.
Examples:
Pleasant waiting area.
Computerized health record.
Follow-up care (clear instructions, home care, return visits).

13. In the ideal quality culture, everyone cares enough to do their very best (“Hallmark Quality”).
And, of course, we are all listening to the patient, family, outside vendor and supplier, and observer and trying to identify and meet their needs and expectations.

14. Three characters of Quality
Quality in healthcare actually has three characters under whose influence we work:
Measureable quality.
Appreciative quality.
Perceptive quality.
الجوانب الثلاثة للجودة
مقدر
مدرك

15. Three Aspects of Quality
Measurable Quality
Clinically these standards may take the form of practice guidelines or protocols, or they may establish acceptable expectations for patient outcomes and organization performance.
At their best, however, standards serve as guidelines for excellence

16. Three Aspects of Quality
2. Appreciative Quality:
Is the comprehension and appraisal of excellence beyond minimal standards and criteria
Peer review bodies
Quality or no quality of specific patient-practitioner interactions
الفهم والتقييم للتميز

17. Three Aspects of Quality
3. Perceptive Quality:
Is that degree of excellence that is perceived by the recipient or the observer of care rather than by the provider of care
The physical environment and technical competence
نوعية الإدراك

18. Key Dimensions of Quality Care/Performance
“Key dimensions of quality care” provide the framework for quality management activities in all healthcare settings and a balanced and well-integrated
quality, cost, and risk perspective.

19. Key Dimensions of Quality Care/Performance
Appropriate
“The degree to which the care and services provided are relevant to the patient’s clinical needs, given the current state of knowledge
2. Available
The degree to which appropriate care and services are accessible and obtainable to meet the patient’s needs

20. Key Dimensions of Quality Care/Performance
Competent
The practionationer’s ability to produce both the health and satisfaction of customers
4. Continuit
The coordination of needed healthcare services for a patient or specified population among all practitioners and across all involved organizations over time;
The delivery of needed healthcare as a coherent unbroken succession of services (truly “managed” care)

21. Key Dimensions of Quality Care/Performance
5. Effective
“ The degree to which the care and services are provided in the correct manner, given the current state of knoweldge (evidence-based) to achieve the desired outcome and positive results for the patient”
6. Timeliness
“The degree to which needed care and services are provided to the patient at the most beneficial or necessary time”
The degree to which services are provided to customers in accordance with their needs
فعالية

22. Key Dimensions of Quality Care/Performance
7. Respect and Caring
“ The degree to which those providing services do so with sensitivity and respect for the patient’s needs, expectations, and individual differences”
8 Safety
The degree to which the healthcare intervention minimizes risks of adverse outcome for both patient and provider;
The degree to which the organizational environment is free from hazard or danger;
“The degree to which the risk of an intervention and risk of the care environment are reduced for the patient and others, including the health care provider”

23. Key Dimensions of Quality Care/Performance
9. Respect and Caring
“ The degree to which those providing care and services do so with sensitivity and respect for the patient’s needs, expectations, and individual differences” (and) “involved in his or her own decisions”
10. Safety
The degree to which the intervention minimizes risks of adverse outcome for both patient and provider;
The degree to which the organizational environment is free from hazard or danger;