Quality management in health tourism
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Transcript of Quality management in health tourism
Quality Management in Health Tourism
Slovenian Spa AssociationFH Prof. Dr. Kai Illing
26.10.2012
1Illing QM
What I do in that field
• Full professor in the faculty of „Health Management in Tourism“ at the University of Applied Sciences in Graz (Austria)
• Free‐lancer for Quality Austria working as quality auditor (ISO:9001, EFQM, BHA, KTQ, RegioSana)
• Manager of the consultancy TDC(Tourism Development Healthcare)
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Benefits from quality management
• Increase of revenues• Cost reduction• Customer satisfaction• Employers satisfaction• Better flow of processes• etc.
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Development over 5 years Annual average over 5 years
Price winnerControl group
Price winnerControl group
Source: Source:
On the
basisof: Wiedenegger, A. 2012). (U
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irkt ‐Eine wissenschaftliche U
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ctober11th attheWinners Conference Staatspreis U
nternehmensqualität in
Vienna.
On the basis of : Wiedenegger, A. 2012). (Unternehmensqualität wirkt ‐ Eine wissenschaftliche Untersuchung zum Nutzen von Unternehmensqualität, Lecture on October 11th at the Winners Conference Staatspreis Unternehmensqualität in Vienna.
Success factors in general
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Teamleading quality
Employee satisfaction
TQM philosophyAmbidexterity (efficiency + innovation)Exploitation
ExplorationStrategic planning
Clear strategy (differentiation)
Innovation performanceOrganizational learning
Corporate culture
Technological capabilities
Outside orientation (customers, suppliers, society, competitors)
Active HRM management
Product qualityKnowledge transfer
Intake quality (information, inspiration)
Partnerships
Organizational flexibilityLong‐term strategy
On the basis of : Wiedenegger, A. 2012). (Unternehmensqualität wirkt ‐ Eine wissenschaftliche Untersuchung zum Nutzen von Unternehmensqualität, Lecture on October 11th at the Winners Conference Staatspreis Unternehmensqualität in Vienna.
Success factors – analysisorange: long‐term strategiesyellow: capabilities (know how)green: short‐term operations
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Team leading qualityEmployee satisfaction
TQM philosophyAmbidexterity (efficiency + innovation)Exploitation
ExplorationStrategic planning
Clear strategy (differentiation)
Innovation performanceOrganizational Learning
Corporate culture
Technological competence
Outside orientation (customers, suppliers, society, competitors)
Active HRM management
Product qualityKnowledge transfer
Intake quality (information, inspiration)
Partnerships
Organizational flexibilityLong‐term strategy
Process managementOn the basis of : Wiedenegger, A. 2012). (Unternehmensqualität wirkt ‐ Eine wissenschaftliche Untersuchung zum Nutzen von Unternehmensqualität, Lecture on October 11th at the Winners Conference Staatspreis Unternehmensqualität in Vienna.
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Long‐term strategiesEmployer satisfactionClear strategyCompany cultureTQM philosophyLong‐term strategyOutside orientationAmbidexterityStrategic planning
CapabilitiesLearning capabilityExploitationTechnology competenceTeam leading qualityExplorationPartnershipsInnovation capabilityFlexibility
Short‐term operationsActive HRM managementProduct/service qualityProcess management
On the basis of : Wiedenegger, A. 2012). (Unternehmensqualität wirkt ‐ Eine wissenschaftliche Untersuchung zum Nutzen von Unternehmensqualität, Lecture on October 11th at the Winners Conference Staatspreis Unternehmensqualität in Vienna.
Certifiable quality seals• Already existing and from outside
– ISO 9001:2008– EFQM 2013 (C2E, R4E)– BHA (Best Health Austria)– etc.
• Tailor‐made for the Slovenian health wellbeing industry:– Certifiable quality management system which is tailor‐made forthe Slovenian situation
– To increase the quality in general– To create in instrument for international differentiation– To create an instrument for an authentic Slovenian spa‐image
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Unusual features in the health tourism industry
• Health insurances imposes quality criteria• Relevant associations (e.g. Slovenian Association of
Physiotherapists)• National government and its influences• Many processes determined by medical doctors and health
insurances • Strong service‐orientation• Health and body are close to the guestpatients heart (critical,
demanding, bring easily an action against the service supplier)• Healthtourism also comprises regional development (destination
management)
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Example – process management and interface problems
Holiday planning at the HRM department
The department did not give the information to the marketing department that the doctor will be on holiday next monday
HRM department
the m. department announced a lecture about „how to achieve a healthier lifestyle“ for next monday
there was no doctor and many people waited in vain
Marketing/PR department
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How does it work?What I would do if I would start to help you to create/improve your quality management system?
– First step: phase of analysis• Firstly: To get acquainted with your company (e.g. 3 days mystery check)• Secondly: To have 1‐2 meetings with the manageing board• Thirdly: To analyse relevant documents (QM‐handbook, SOPs etc.)• Make suggestions on what issue we start to work
– Second step: build up a quality managemnet system• E.g. with respect to process management• E.g. to achieve a quality management certificate• E.g. with respect to compilate a quality management handbook
– Assessing what have been done and learning from it• to improve if there were things done not optimally
– Continuing work on the base of what could be learned before
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Literature• Corredor, P, & Goni, S. (2011). TQM and performance: Is the relationship so obvious? Journal of Business Research,
64(8), 830‐838.• Easton, G. S., & Jarrell, S. L. (1998). The Effects of Total Quality Management on Corporate Performance: An
Empirical Investigation. Journal of Business, 5(4), 1‐15.• Hendricks, K. B., & Singhal, V. R. (1997). Does Implementing Effective TQM Program Actually Improve operating
Performance? Empirical evidence from firms that have won Quality Awards. Management Science, 43(9), 1258‐1274.
• Illing, K. (2009). Gesundheitstourismus und Spa‐Management. Munich: Oldenbourg.• Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm
performance. Journal of Operations Management, 21(4), 405‐435.• RegioSana. www.regionsana.eu• Wiedenegger, A. (2012). Unternehmensqualität ‐Was ist das? Eine theoretische und empirische Untersuchung,
welchen Anforderungen Unternehmen entsprechen sollten. Dissertation. Wirtschaftsuniversität Wien.• York, K. M., & Miree, C. E. (2004). Causation or co‐variation: an empirical re‐examination of the link between TQM
and financial performance. Journal of Operations Management, 22(3), 291‐311.
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