Quality Management Training Research Articles

Comparison of curricula in radiation technology in the field of radiotherapy in selected European Union countries

Background Radiation technology is a discipline of medical science which deals with diagnostics, imaging and radiotherapy, that is treatment by ionizing radiation. Aim To present and compare the existing curricula of radiation technology in selected EU countries. Materials and methods The research work done for the purpose of the comparative analysis was based on the methods of diagnostic test and document analysis. Results The comparison of curricula in selected countries, namely Austria, France, the Netherlands and Poland, showed that admission criteria to radiation technology courses are varied and depend on regulations of respective Ministries of Health. The most restrictive conditions, including written tests in biology, chemistry and physics, and psychometric test, are those in France. Contents of basic and specialist subject groups are very similar in all the countries. The difference is in the number of ECT points assigned to particular subjects and the number of course hours offered. The longest practical training is provided in the Netherlands and the shortest one in Poland. The duration of studies in the Netherlands is 4 years, while in Poland it is 3 years. Austria is the only country to offer extra practical training in quality management. Conclusion Graduates in the compared EU countries have similar level of qualifications in the fields of operation of radiological equipment, radiotherapy, nuclear medicine, foreign language and specialist terminology in the field of medical and physical sciences, general knowledge of medical and physical sciences, and detailed knowledge of radiation technology.

David rothfield memorial oration: strengthening the public health laboratory network in Vietnam

The National Institute of Hygiene and Epidemiology (NIHE) in Hanoi and the Pasteur Institute of Ho Chi Minh City (PI-HCMC) are the two national-level public health laboratory institutes in Vietnam and serve as referral centres for 63 provincial public health laboratories (PPHLs). During the past four years, we have collaborated with NIHE and the PI-HCMC to strengthen the technical and managerial capacity of the national and provincial public health laboratories in Vietnam. Our collaboration has received strong support from the Vietnamese Ministry of Health and the World Health Organization (WHO) and has been funded by WHO and AusAID. The recent focus of our project has been to embed quality management at NIHE, PI-HCMC and the PPHLs. This has involved the generation of quality manuals and associated documentation in both English and Vietnamese, training of trainers in quality management and quality auditing, the development of standard operating procedures for equipment calibration and monitoring and advanced training of quality managers in Australia. The program has been well received throughout the public health laboratory system in Vietnam, with several key national laboratories achieving accreditation against the International Standard ISO 15189: 2007 Medical Laboratories – particular requirements for quality and competence. The National Institute of Hygiene and Epidemiology (NIHE) in Hanoi and the Pasteur Institute of Ho Chi Minh City (PI-HCMC) are the two national-level public health laboratory institutes in Vietnam and serve as referral centres for 63 provincial public health laboratories (PPHLs). During the past four years, we have collaborated with NIHE and the PI-HCMC to strengthen the technical and managerial capacity of the national and provincial public health laboratories in Vietnam. Our collaboration has received strong support from the Vietnamese Ministry of Health and the World Health Organization (WHO) and has been funded by WHO and AusAID. The recent focus of our project has been to embed quality management at NIHE, PI-HCMC and the PPHLs. This has involved the generation of quality manuals and associated documentation in both English and Vietnamese, training of trainers in quality management and quality auditing, the development of standard operating procedures for equipment calibration and monitoring and advanced training of quality managers in Australia. The program has been well received throughout the public health laboratory system in Vietnam, with several key national laboratories achieving accreditation against the International Standard ISO 15189: 2007 Medical Laboratories – particular requirements for quality and competence.

Anatomical pathology errors and the classic laboratory test cycle at Muhimbili National Hospital, Dar es Salaam, Tanzania

Backbround: Due to its complex nature, anatomical pathology practice is inherently error prone. Currently, there is a tendency towards an increase in errors in pathology which stems out from medical practices of other medical disciplines at Muhimbili National Hospital and thus there is a need to have error reduction strategies combined with an attempt to apply these strategies. Objective: To determine errors in anatomic pathology in relation to the classic laboratory test cycle and discuss factors contributing to these errors. Study design: The study was a descriptive cross-sectional one in which the information analyzed was obtained from pre-analytic,analytic and pot-analytic phases of the anatomical pathology laboratory test cycle. Study setting: Muhimbili National Hospital in Dar es Salaam, Tanzania. Methodology: During the pre-analytic phase of the laboratory test cycle, request forms and specimen containers containing information of patients for histological analysis of the biopsy specimens were analyzed for important parameters which had a bearing in the diagnosis. Also parameters in the analytic phase of the laboratory test cycle were analyzed for errors. The parameters analyzed here were mainly those which occurred during the histologic specimen processing, in the taking-in room, at the microscope and by clerical personnel in the laboratory. Errors which were analyzed in postanalytic phase of testing related mainly to those which resulted from delivery of the reports or information to the clinician, untimely delivery of the reports and failure of the caregiver to see the reports at all. Results: In the pre-analytic phase of laboratory testing, errors were derived and analyzed from request forms for investigation fromclinicians and from information on the containers containing biopsy specimens. Out of 13 variables analyzed from the request forms, 11(84.6 %) had errors which differed in magnitude. The highest errorswere those which arose from misleading clinical information (90%),and missing of relevant clinical information of patients (90%). However, 8 variables were also analyzed from containers and the errors which ranked highest included mislabeling on the container (85%) followed by illegibly labeling of the container (75%) and others. On the part of the analytic phase of laboratory test cycle, there were 11 variables analyzed for analytic errors and 9 (81.8 %) variables had errors, among them typographic errors had the highest frequency (45%) followed by block mislabeling (35%). In the post-analytic phase of laboratory testing, there were 3 variableswhich were analyzed for errors. The variables analyzed and the errors which were found included; delivery of the report or information to wrong clinician (10%), untimely delivery of report to the clinician (35%) and failure of the caregiver to see the report at all was (15%). Conclusion and recommendations: The numerous errors amounted in the pre-analytic, analytic and post-analytic phases of laboratory test cycles in Anatomical pathology reinforces the need for effective quality control and quality assurance at all steps in laboratory test cycle. This will be possible only and only if factors that contribute to errors be reduced to an absolute minimum through error reduction strategies combined with an attempt to apply these strategies. Additionally, incremental adoption of information technology and automation along with improved training in patient safety and quality management can help reduce errors.Key words: Anatomical pathology, Pre-analytic, Analytic, Post-analytic, Errors, Laboratory test cycle

A study into the effectiveness of quality management training

PurposeThe purpose of this paper is to investigate the effectiveness of quality management training by reviewing commonly used critical success factors and tools rather than the overall methodological approach.Design/methodology/approachThe methodology used a web‐based questionnaire. It consisted of 238 questions covering 77 tools and 30 critical success factors selected from leading academic and practitioner sources. The survey had 79 usable responses and the data were analysed using relevant statistical quality management tools. The results were validated in a series of structured workshops with quality management experts.FindingsFindings show that in general most of the critical success factor statements for quality management are agreed with, although not all are implemented well. The findings also show that many quality tools are not known or understood well; and that training has an important role in raising their awareness and making sure they are used correctly.Research limitations/implicationsGeneralisations are limited by the UK‐centric nature of the sample.Practical implicationsThe practical implications are discussed for organisations implementing quality management initiatives, training organisations revising their quality management syllabi and academic institutions teaching quality management.Originality/valueMost recent surveys have been aimed at methodological levels (i.e. “lean”, “Six Sigma”, “total quality management” etc.); this research proposes that this has limited value as many of the tools and critical success factors are common to most of the methodologies. Therefore, quite uniquely, this research focuses on the tools and critical success factors. Additionally, other recent comparable surveys have been less comprehensive and not focused on training issues.

Establishing ISO 10015 accreditation system performance model for domestic enterprises

Under Challenge 2008: Major Plans for National Development and New 10 Major Construction Projects by Council of Economic Development and Planning, talent fostering and research development will be the main consideration in the four major investments. With artificial neural network classification technology, a best network structure that eliminates over- or under-evaluation of self-assessment and actual implementation by enterprises is simulated. The accuracy rate of the module is 100% and that of sample is 98.88%. This can measure actual input and manpower training performance level of enterprises. With cross performance matrix, the researcher explores input strategies of organizations on TTQS index perception importance, expert assessment actual implementation and organization self-assessment satisfaction to find the difference of organizations on TTQS index perception important tuned into actual execution. Key questions include learning results transfer working environment, connection of training planning and operation goal achievement and training quality management system and documentation manuals, etc. Values of aspects and indexes of enterprises assessed as Group A (benchmarking) and Group B (excellent) by experts in the database through AHP questionnaire. This will be reference for enterprises on input resource strategies in TTQS index. Beginning planning, design and execution will affect results and review. After sorting in fuzzy hierarchy analysis, the researcher has Enterprise Development Strategies or Strategy Map/Blueprint (Annual Business Development Plan), including development of human resources and training planning details, themes or directions and explanations to employees. With the evaluation model, it is hoped enterprises wishing to be engaged in humanity can have self-evaluation and improve overall human resources based on the solutions in this study. Domestic enterprises can also shorten the time of introducing ISO10015, reduce cost and increase the success rate.

An initial survey on the use of costs of quality programmes in telecommunications

PurposeThe purpose of this paper is to present the results of an initial survey on the implementation of costs of quality (CoQ) programmes in the UK telecommunications industry and to discuss the findings in the context of sustainable competitiveness.Design/methodology/approachA postal survey was employed in order to investigate the breadth of use of CoQ programmes in the sector. A questionnaire was developed and distributed across a sample of companies with a UK SIC code of “6400 Telecommunications”.FindingsThe survey results revealed little interest in implementing such programmes in the sector. The most frequently cited reasons were: having a costing system that is already capable of monitoring quality costs; and not yet introduced to the concept of CoQ.Research limitations/implicationsThe results presented are limited by two factors: the low response rate; and the range of data gathered. Since the majority of the respondents were service providers, the results could be indicative of this type of company only.Practical implicationsThe survey findings indicate that training and education in quality management should employ a more focused approach to the introduction of the concept of CoQ tracking.Originality/valueTo the knowledge of the authors the study presented is the first investigation performed to determine the breadth of use of CoQ programmes across the UK telecommunications sector. In addition, a new aspect of researching the capabilities of information systems in processing CoQ data has been identified.

A strategy for a preregistration quality management training programme

The White Paper “Pharmacy in England” set out the Government’s aspirations for an expanded pharmacist role in delivering ­clinical services to patients[1]. To achieve this, changes are needed to education and training, underpinned by sound quality­ assurance. Traditionally, QA of NHS-funded phar­macy programmes has been underdeveloped. To employ a preregistration trainee pharma­cist, employers need to register their […]

Master training in Agribusiness and Rural Development at the University of Zagreb

The title of the proposed JEP project is: “Agribusiness Higher EducAtion Development” with the acronym AHEAD. This curriculum development project – in case of acceptance – will last for three years, from July 2005 and June 2008. The primary project site is the University of Zagreb, Croatia; the contractor and the co-ordinator institution is the University of Debrecen, Hungary. In the consortium, 3 further European universities (University of Hohenheim, Wageningen University and Scottish Agricultural College) will participate, from the Croatian side the Ministry of Agriculture, Forestry and Water Management and an additional 7 Croatian institutes will also be involved. The total number of members in the consortium is 13. The main objective of the AHEAD project is to establish new BSc and MSc programmes in Croatia at two Faculties of the University of Zagreb. These are as follows: Agricultural and Rural Development, Food Safety and Quality Management and pilot MSc training in Agribusiness and Rural Development. These are preceded by faculty retraining programmes in food safety and quality management, as well as agribusiness and commerce within the framework of a MBA programme accredited by the International MBA Network. The professional content of the project is a modernised curriculum and training palette that would be available by the end of this project at the University of Zagreb, serving not only the higher education of the country, but the demand of the Croatian national economy as well, in line with the basic principles of the European Union.

Master training in Agribusiness and Rural Development at the University of Zagreb

The title of the proposed JEP project is: “Agribusiness Higher EducAtion Development” with the acronym AHEAD. This curriculum development project – in case of acceptance – will last for three years, from July 2005 and June 2008. The primary project site is the University of Zagreb, Croatia; the contractor and the co-ordinator institution is the University of Debrecen, Hungary. In the consortium, 3 further European universities (University of Hohenheim, Wageningen University and Scottish Agricultural College) will participate, from the Croatian side the Ministry of Agriculture, Forestry and Water Management and an additional 7 Croatian institutes will also be involved. The total number of members in the consortium is 13. The main objective of the AHEAD project is to establish new BSc and MSc programmes in Croatia at two Faculties of the University of Zagreb. These are as follows: Agricultural and Rural Development, Food Safety and Quality Management and pilot MSc training in Agribusiness and Rural Development. These are preceded by faculty retraining programmes in food safety and quality management, as well as agribusiness and commerce within the framework of a MBA programme accredited by the International MBA Network. The professional content of the project is a modernised curriculum and training palette that would be available by the end of this project at the University of Zagreb, serving not only the higher education of the country, but the demand of the Croatian national economy as well, in line with the basic principles of the European Union.

The implementation of quality management systems in hospitals: a comparison between three countries

BackgroundIs the implementation of Quality Management (QM) in health care proceeding satisfactorily and can national health care policies influence the implementation process? Policymakers and researchers in a country need to know the answer to this question. Cross country comparisons can reveal whether sufficient progress is being made and how this can be stimulated.The objective of the study was to investigate agreement and disparities in the implementation of QMS between The Netherlands, Hungary and Finland with respect to the evaluation model used and the national policy strategy of the three countries.MethodsThe study has a cross sectional design, based on measurements in 2000. Empirical data about QM-activities in hospitals were gathered by a self-administered questionnaire. The questionnaires were answered by the directors of the hospitals or the quality coordinators. The analyses are based on data from 101 hospitals in the Netherlands, 116 hospitals in Hungary and 59 hospitals in Finland.Outcome measures are the developmental stage of the Quality Management System (QMS), the development within five focal areas, and distinct QM-activities which were listed in the questionnaire.ResultsA mean of 22 QM-activities per hospital was found in the Netherlands and Finland versus 20 QM-activities in Hungarian hospitals. Only a small number of hospitals has already implemented a QMS (4% in The Netherlands,0% in Hungary and 3% in Finland). More hospitals in the Netherlands are concentrating on quality documents, whereas Finnish hospitals are concentrating on training in QM and guidelines. Cyclic quality improvement activities have been developed in the three countries, but in most hospitals the results were not used for improvements. All three countries pay hardly any attention to patient participation.ConclusionThe study demonstrates that the implementation of QM-activities can be measured at national level and that differences between countries can be assessed. The hypothesis that governmental legislation or financial reimbursement can stimulate the implementation of QM-activities, more than voluntary recommendations, could not be confirmed. However, the results show that specific obligations can stimulate the implementation of QM-activities more than general, framework legislation.

A Statistical Process Control Case Study

Statistical process control (SPC) charts can be applied to a wide number of health care applications, yet widespread use has not occurred. The greatest obstacle preventing wider use is the lack of quality management training that health care workers receive. The technical nature of the SPC guarantees that without explicit instruction this technique will not come into widespread use. Reviews of health care quality management texts inform the reader that SPC charts should be used to improve delivery processes and outcomes often without discussing how they are created. Conversely, medical research frequently reports the improved outcomes achieved after analyzing SPC charts. This article is targeted between these 2 positions: it reviews the SPC technique and presents a tool and data so readers can construct SPC charts. After tackling the case, it is hoped that the readers will collect their own data and apply the same technique to improve processes in their own organization.

Error Reduction in Surgical Pathology

Because of its complex nature, surgical pathology practice is inherently error prone. Currently, there is pressure to reduce errors in medicine, including pathology. To review factors that contribute to errors and to discuss error-reduction strategies. Literature review. Multiple factors contribute to errors in medicine, including variable input, complexity, inconsistency, tight coupling, human intervention, time constraints, and a hierarchical culture. Strategies that may reduce errors include reducing reliance on memory, improving information access, error-proofing processes, decreasing reliance on vigilance, standardizing tasks and language, reducing the number of handoffs, simplifying processes, adjusting work schedules and environment, providing adequate training, and placing the correct people in the correct jobs. Surgical pathology is a complex system with ample opportunity for error. Significant error reduction is unlikely to occur without a sustained comprehensive program of quality control and quality assurance. Incremental adoption of information technology and automation along with improved training in patient safety and quality management can help reduce errors.

The role and function of quality assurance officers in Ontario hospitals

AbstractThis article examines the role and job function of quality assurance officers in hospitals in Ontario, Canada. Results from a mail questionnaire suggest that hospital quality assurance professionals in our sample are much more likely to be female, at mid‐career, and to have advanced graduate degrees, although most lack professional certification and formal training in quality management. Although the job duties of hospital quality assurance professionals are broad and varied, many report being engaged in traditional quality assurance managerial activities including hospital accreditation efforts, risk management assessment, and patient satisfaction measurement. Coordinating quality assurance activities, performance reporting, and leading the Total Quality Management (TQM)/Continuous Quality Improvement (CQI) initiative remain central functions associated with their work efforts. Nevertheless, limited formal training in the principles and methods of quality management and improvement may be placing significant constraints on their effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.

Improving the quality of child health services: participatory action by providers

To test a quality improvement approach called COPE (Client-Oriented, Provider-Efficient services), for use in strengthening health systems and supporting Integrated Management of Child Health (IMCI) efforts. Pre- and post-intervention observations of client/provider interactions, facility audits, staff and client surveys, and focus groups to evaluate differences between eight COPE intervention and eight matched non-intervention facilities after a 15-month intervention in 2001. Primary care clinics in Guinea and Kenya. Health care providers and child caregivers. Over 15 months, the intervention supported four COPE exercises at each intervention site, supported supervisor training in quality management, and organized minimal training in topics selected by site staff as areas where training was needed. Differences in staff's and child caregiver's knowledge, attitudes, and practices; differences in the quality of services provided. On almost every quality indicator (over 65 indicators), whether reported by staff, observed by evaluators, or reported by clients, the intervention sites performed statistically significantly better than control sites. sites were cleaner and more pleasant, with more respect and information for clients, and more privacy. Staff had better personal communication skills, better diagnostic skills, and prescribing practices and gave better home care instructions to carers. Clients in intervention sites were more informed and more satisfied, and their children had better immunization coverage than those in control sites. COPE is a simple process, yet our study confirms that it can have a very dramatic effect on the quality of services. This study demonstrated how all areas of quality can be addressed by empowering health care providers to take action by using COPE. We suggest that COPE can complement Integrated Management of Childhood Illness (IMCI) training and can help to achieve better health for children.

Quality management training in Australia

Quality management training in Australia

WHO Approach to Quality and Safety: The WHO Quality Management Programme for Blood Transfusion Services

Objective:Quality management in all areas of blood transfusion is crucial for the provision of a safe and adequate blood supply. In 2000, the World Health Organization (WHO) launched an innovative global programme, “Quality Management Programme (QMP) for Blood Transfusion Services” in order to assist and support Member States in the development of quality systems for blood transfusion services.Methods:The QMP has been developed as a lon- term programme in collaboration with WHO Regions, Collaborating Centres, and Experts in Transfusion Medicine. The major components of QMP are: (1) Identification and strengthening of regional quality training centers; (2) Organization of Quality Management Training (QMT) courses with a well-structured curriculum; (3) Development of advocacy, training, and learning materials to support the implementation of the programme; (4) Establishment of external quality assessment schemes (EQAS); and (5) Creation of effective quality networks. Activities in this programme have been carried-out in all of the WHO regions since 2000.Results:Consultations for the planning and evaluation of QMP were conducted in 2000. Global endorsement and support was obtained from the WHO Regions as well as from the experts. Implementation of QMP includes training of blood transfusion staff as quality managers with responsibility for establishing quality systems at national level. Regional quality training centres, each with dedicated QMT coordinators, have been identified as focal points for this network. Key achievements in this programme have been: (1) The conduct of 20 QMT courses in three years (2) Ttraining of 65 global and regional facilitators; (3) Training of 350 quality managers from 121 countries; (4) Introduction of the programme to 240 directors of blood transfusion services; and (5) Increased participation of centres, now 257, in WHO-EQA Schemes.Conclusions:The establishment and implementation of quality management systems in blood transfusion services through this collaborative programme will lead to improvements in the safety, adequacy, and quality of blood for all patients requiring blood transfusion. This will be a major step towards achieving the ultimate goal of global blood safety.

Future considerations for the training and development of Australian quality managers

Adequate, appropriate training of quality managers is essential to the development and implementation of effective quality management systems. This study reports on a survey of 235 Australian quality managers to determine their perceptions of their training and development needs, the extent to which these were being met, and their views on the future of their discipline. The study found that there was a general lack of systematisation, most programs were short‐term and delivered by a fragmented set of providers. Many managers had received no training in the past five years. While the respondents were generally satisfied with the training they had received, there was evidence that their insight into their own needs was imperfect. The respondents were divided between those who thought quality management would remain a discrete field and those who saw it being absorbed by other management systems. The challenges of developing an appropriate training and development regime in this environment are discussed.

Quality management practices in Taiwan’s telecommunication industry

Telecommunication companies must effectively master information to remain competitive in an increasingly global market. Tremendous business opportunities have been created because of the recent rapid global communications’ liberalization. Following this trend, the telecommunication industry in Taiwan will be a star industry and grow quickly in the future. This study uses questionnaires to examine how quality management practices are implemented in Taiwan’s telecommunication industry. Most of the 39 telecommunication companies surveyed herein are medium‐sized with fairly weak quality performance. Advanced quality management training programs (such as experimental design) are seldom implemented and the companies do not rely on a few reasonably reliable suppliers.

Hearing What Users Say: The Importance of Training for High Quality Management in Dementia Care

This paper explores the importance of seeking the views of service users with dementia. This is fundamental to raising quality standards in the management of dementia care, and demands commitment to on‐going high quality training for social care staff. Contemporary research and policy developments are debated in this context.

Basic Planning for Quality: Training in Analytical Quality Management for Healthcare Laboratories

Basic Planning for Quality: Training in Analytical Quality Management for Healthcare Laboratories