Total Quality Management In Healthcare Research Articles

The importance of learning and knowledge sharing to support implementation of total quality management in healthcare

Background/Aims Implementation of total quality management in healthcare services has often been unsuccessful. This is a result of a variety of factors, including the inadequacy of learning and knowledge sharing methods to support implementation. This study aimed to explore how learning and knowledge sharing policies influence total quality management initiatives in the healthcare sector. Methods An extended total quality management model, named the ethical, adaptive, learning, and improvement model, was developed and implemented in a private healthcare organisation in the UK. Using action research, data were collected from 91 participants over a 21-month period from qualitative interviews, focus groups and participant observations. Results Practice-based training was found to increase employee competence, reflecting the importance of tacit knowledge sharing. The model led to the prevalent blame culture changing to a learning culture through an appreciative management style that focused on recognising what is done right. In addition, patients' satisfaction and quality of care improved through community groups that were set up to address quality problems and patients' needs. Conclusions Adequate knowledge sharing methods play an important role in improving quality in healthcare. Greater consideration should be given to this widely ignored aspect when implementing total quality management in NHS trusts.

The EFQM Model as a framework for total quality management in healthcare

Purpose – To guide organizations toward total quality management (TQM), various models have been developed such as the European Foundation for Quality Management Excellence Model (EFQM Model). The purpose of this paper is to conduct a longitudinal investigation of whether the EFQM Model can serve as a framework for TQM in healthcare. Design/methodology/approach – Data on a national representative survey about quality management (QM) in the hospital population in the Netherlands were used to conduct this study. The survey had five measurement points between 1995 and 2011. Findings – The results of the study show that applying the EFQM Model in hospitals is related to improvement in organizational performance over time, a feedback loop in which hospitals use their results to further improve their organizational processes is established, and improvement is stronger when all the model’s elements are considered simultaneously. Practical implications – The results of the study can be applied by quality managers of healthcare institutions to achieve higher quality of care. Originality/value – Previous research on the relationship between the EFQM excellence model and TQM neglects two essential characteristics of the TQM philosophy, namely, the holistic perspective on QM and the presumed feedback loop of organizational performance that feeds a cycle of continuous quality improvement. The study provides new insights into the long-term benefits of applying the EFQM Model as a framework for TQM in healthcare.

Organisational improvement: one hospital's experience of implementing TQM

The implementation of total quality management (TQM) in the British National Health Service (NHS) has become an anachronism. Most NHS managers are not interested in TQM as a strategy for improving organisational performance and patient care because of the general belief among NHS managers that TQM fails to tackle the critical needs of organisations in trouble, particularly on issues such as improving organisational performance, efficiency and effectiveness. The paper, however, through the use of a single case study, can confirm contrary to the views of NHS managers, that the concept and philosophy of TQM is indeed an effective approach in achieving organisational performance improvement when a systems approach to implementation is adopted. Furthermore, the paper suggests that the most successful and sustainable approach to the implementation of TQM in healthcare is the systems management approach that aligns structure, systems and outcomes.

Total Quality Management in Healthcare

studies have shown that the healthcare sector is witnessing successive variables and the desire of developing require ongoing development and improvement in quality management to accelerate the pace of new developments and management resources optimally in order to improve the quality of service and care to satisfy their customers and responding to their aspirations. The reasons for Total Quality management (TQM) implementation include increased competitive market, high quality healthcare services at practicable costs and advancement of medical technology. It is essential that there be a close correlation between healthcare, which aims to develop new ways to provide services to meet customer needs and total quality management that use the appropriate application to help that sector in order to succeed, where we find that the concept was met with huge success in other management manufacturing and services. This paper describes some of the important affairs of the application of total quality management for the healthcare sector and provides a framework of the application of quality management for them. This framework relies on five measures with a variety of integrated methodology in order to achieve high-quality results. Finally concluded this paper to make it clear that this framework for the application of total quality management contribute to the advancement of trade performance in terms of the health care sector, in addition to raising the levels of conviction among both customers and staff and people as well.

Implementing TQM in healthcare: The critical leadership traits

The provision of leadership by the senior management team in organisations is universally acclaimed by most quality management experts as critical to the successful implementation of total quality management (TQM). However, there is little empirical evidence as to the particular traits of leadership required for successfully leading a TQM programme apart from the all too common suggestion of the need to have top management commitment. Based on a survey of 50 chief executive officers randomly selected from the British National Health Care System, the paper delineates the essential leadership traits for the effective implementation of TQM in a healthcare environment.

Total Quality Management in Healthcare

This paper presents the description on Healthcare organizations are required to focus on Total quality improve:- Rendering acceptable, quality health services to patients at affordable price within reasonable price, within in a reasonable time; Applying zero errors to all patients services; maintaining a continuous error prevention program; Training employees in medical care on such aspects as error prevention,reducing delay time and providing prompt reasonable to patients needs; management system have always improvement in such systems to realize the true nature of the quality of healthcare and to be motivated towards improving this quality.In spite of billions of dollars of money spent worldwide, most of the healthcare is seen to be ineffective, inefficient and inadequate. Therefore there is a crying need to bring about a paradigm shift in the quality of health care delivery and to monitor and sustain it. It is obvious that those institutions, which are quality conscious and are committed to continuous quality improvement, will gain the highest consumer acceptance and will flourish at the expense of others. The ‘Quality Revolution’, as it is sometimes referred to, is nothing but putting the patient at the heart of health care and wrapping the care around it, rather than the other way around. Quality Measuring and assessing service is important, particularly when multiple sources of variation are present. Analyzing all medical processes to remove rework and waste could build health care quality and lead to significant reductions in patient cost. The use of quality-assurance programs and statistical tools can be directly applied to health-care organizations with improved quality of patient’s objectives and the results of care from the patient’s viewpoint.

Provider‐perceived dimensions of total quality management in healthcare

PurposeThe purpose of this paper is to highlight key dimensions of provider‐perceived total quality management (TQM) in the healthcare sector in India. Further, the impact of the dimensions of provider perceived TQM on hospital performance is examined.Design/methodology/approachA questionnaire has been developed based on an extensive literature review of research in service quality and based on responses of the pilot survey among medical professionals. The instrument thus developed has been examined for its psychometric properties using tests of reliability and validity. Multiple regression analysis has been used to examine the impact of the dimensions of provider‐perceived TQM on hospital performance.FindingsFindings highlight 14 distinct dimensions of provider‐perceived TQM and the relationships among them. Positive and significant relationships among the dimensions and hospital performance have been found.Research limitations/implicationsContribution to research on healthcare quality by the development of a comprehensive instrument of provider‐perceived healthcare quality.Practical implicationsThis instrument would enable hospitals to examine the quality of care being delivered by them to the patients. Hospital administrators and medical professionals could use this feedback to assess hospital performance, and benchmark their performance against that of other competitive hospitals.Originality/valueComprehensive instrument of provider‐perceived healthcare quality

The implementation of TQM for the NHS manager

The implementation of Total Quality Management (TQM) in the NHS has become an anachronism. Most NHS managers have lost interest in TQM as a strategy for improving organizational performance because of the general belief, that TQM fails to tackle the critical needs of organizations in trouble, particularly on issues such as improving organizational efficiency and effectiveness. This paper, through the use of a case study, suggests a common sense, practical approach to the implementation of TQM in healthcare; a Systems Management approach.

Total quality management in European healthcare

Total quality management (TQM) promises much for service industries yet it has been little used in European healthcare. Of those hospitals and services which have implemented TQM, few have had great success and many have found difficulties sustaining their programmes. This paper defines TQM in healthcare and considers examples and results of TQM in European healthcare. It distinguishes between team projects using TQM methods and organization‐wide TQM programmes, and finds more evidence for the success of projects than for programmes. The paper discusses whether the differences between healthcare and many other industries explain the mixed results, and considers the prospects for future TQM programmes in European healthcare.

An analytical approach to determining the competitive advantage of TQM in health care.

The utilization of total quality management (TQM) is advocated by some experts, as a partial remedy to the ills of the healthcare industry. However, some healthcare administrators are not yet sold on TQM. Some healthcare administrators still question the impact of TQM on the operational, financial and strategic health of their institutions. They consider the investment in TQM as unjustifiable because the return on such investment in their mind is questionable. This study illustrates how the constant market share model can be utilized to show the competitive benefits of TQM. Based on the results of this study, it is concluded that the fears of some healthcare administrators are unfounded. Not only that TQM does not compromise organizational effectiveness, but it actually improves it, as it contributes to increasing market share.

Implementing total quality management in healthcare: how do we get there from here?

Total quality management (TQM), with its long and proven record of success in manufacturing and other service industries, is relatively new to the healthcare field. But given the success of TQM in pioneering healthcare organizations, many more organizations will implement it in the coming years. TQM provides the most promising hope for improving the nation's healthcare quality while controlling costs. This change will have its advantages, but will not be without pitfalls and problems. That is why there are specific steps that must be taken to make TQM a success.

Total quality management in health care

Total quality management (TQM) is gaining momentum in health care. The experiences of pioneering organizations provide insights into the hurdles that many organizations face in implementing TQM. Based on their observations of these pioneers, the authors conclude that there are six key success factors for TQM in health care. This article reviews the success factors, considers the common obstacles to achieving them, and looks at some of the future directions for TQM in health care.

Total Quality Management in Healthcare

Total Quality Management in Healthcare