A STUDY AND LINK TO PRACTICE

E2 PRESENTATIONBY: R. ANGEL

Total Quality Management

Total Quality Management

(TQM) is an integrated organizational effort designed to improve quality at every level to ensure customer satisfaction- company-wide quality control

TQM is about meeting quality expectations as defined by the customer; called customer-defined quality.

3 Main perspectives of quality

THE PHILOSOPHY OF TQM

TQM focuses on identifying root causes of quality problems and correcting them at the source.

Not only does TQM encompass the entire organization, but it stresses that quality is customer driven.

TQM attempts to embed quality in every aspect of the organization. It is concerned with technical aspects of quality as well as the involvement of people in quality, such as customers, company employees, and suppliers.

Concepts of the TQM Philosophy

Concept Main Idea

Customer focus Goal is to identify and meet customer needs.

Continuous improvement

A philosophy of never-ending improvement.

Employee empowerment

Employees are expected to seek out, identify, and correct quality problems.

Use of quality tools Ongoing employee training in the use of quality tools.

Product design Products need to be designed to meet customer expectations.

Process management Quality should be built into the process; sources of quality problems should be identified and corrected.

Managing supplier quality

Quality concepts must extend to a company’s suppliers.

Customer focus

Customer Focus…

A 'high quality' service is one where the customer's perceptions meet or exceed their expectations.

 VISION 

We shall continue to be the lead tertiary specialty center for renal diseases and

organ transplantation in the Philippines and Asia which provides the highest level of

training, research, and treatment in dialysis and organ transplantation (kidney, liver,

pancreas, cell and bone marrow).

MISSION

To Work hand-in-hand with government in the achievement of good health for the Filipino people by providing specialized medical services, specifically in the prevention and treatment of end-stage renal diseases and other end-stage organ failure through dialysis and transplantation.

To create a work environment that encourages teamwork, recognizes individual worth and rewards outstanding performance.

Continuous improvement…

A philosophy of never-ending improvement.

The Plan-do-act cycle

BenchmarkingStudying the business practices of other companies for purposes of comparison.

Employee empowerment

Quality tools

TQM places a great deal of responsibility on all workers.

Employees are to define in measurable, objective and meaningful terms a perceived problem, before its solution can be determined.

Thus to assess quality, they need to use a variety of quality control tools and interpret findings to correct problems.

Cause-and-effect diagrams are charts that identify

potential causes for particular quality problems. They are often called fishbone diagrams because

they look like the bones of a fish.

Cause and effect diagram

flowchart is a schematic diagram of the sequence of steps involved in

an operation or process.

checklist is a list of common defects and the number of observed occurrences of these

defects.

Link to practice in Health care

Product Design & Process Management link to practice 1

Increasing patient satisfaction to nursing services

The Problem

Based on the report of Customer Service Department, there has been a minimal progress or improvement in terms of patient satisfaction with regards to the nursing care which is being rendered to clients. While the different nursing units were still hitting the passing mark of 3.5, we still want to raise the bar in terms of provision of care.

The solutions

Retraining of the staff in terms of skills enhancement.

Spearheading the Personality Development training which aims to boost the professional image of our healthcare workers

Reorientation on pertinent policies and protocols by head nurses and clinical supervisors

Giving of positive reinforcements to the staff like tokens, certificates and scheduling privileges

Result:

Link to practice 2

Reducing hospital-acquired infections at theIntensive Care UnitThe Problem

In 2005, overall hospital-acquired infection (HAI) rate at the Intensive Care Unit was almost 6 per 1,000 patient-days. HAIs need to be controlled because:

• Healthcare-associated infections are adverse consequences of hospitalization and are often preventable which unfortunately, these happen due to deficient standards of care

• Healthcare-associated infections prolong hospital stay and require costly treatment

• Healthcare-associated infections can be fatal

Reducing hospital-acquired infections at the

Intensive Care Unit

The SolutionsEvidence-based practices were taught and

implementedNew medical supplies were acquired and used

which as evidences have shown have shown to decrease HAI rates

Proper utilization of antibioticsCompliance to recommended bundles of care when

using invasive devices was regularly monitored to ensure that all stakeholders were on board with the

intervention

result

Seize the day!