- Published: October 31, 2021
- Updated: October 31, 2021
- University / College: The University of Exeter
- Language: English
- Downloads: 9
Quality improvement process is series of steps followed by the stakeholders of an organization say a health care providing unit. The stakeholders more specifically the workers and the management take various steps with a common goal of improving and making an assurance of quality, safety and cost efficiency of health care. The first step in the process is the development of a model for rapid cycle quality improvement. Next is the identification of the implementation team. The process also involves the lean methodology which is the execution of the challenging process in addition to identification of waste and value,for instance, this will include the creation of more value with minimization on time wasting.
Failure and root cause analysis are the last steps where monitoring and evaluation are done. This will include a proactive method of evaluating process for identification of possible failures and correcting measures. Quality improvement teams are the key perpetrators and the implementers of the process of change that have been identified to be significant and necessary for the improvement of quality services.
It is true that it is important for employees and management to come into agreement in implementing the whole process of quality improvement. This is important because the whole implementation process is a matter of team work and the employees are part of the quality improvement team. The management including Joe and the CEO were focused on the general hospital quality improvement while the employees focused on their individual improvement as a process of improving the whole unit.
The manager made steps to implement the whole process by forming the quality improvement team and addressing the commitment of the management to the achievement of the quality improvement process. The CEO did not play its role of controlling the whole process but delegated it to Joe. The planning of such a significant change needs to be well planned but the management seemed to have no plan for the same as it kept on changing things as recommended by Joe. The step to allow every stakeholder’s view taker off was not well implemented because Joe was left to make decisions on behalf of the whole management. Furthermore, lack plan and clear definition of the causal problems lead to diversion from the systematic activities and the process got mixed up.
I agree with the first recommendation made by Joe. The recommendation to motivate his functional group was that awesome idea. However, he did all these out of anxiety to round up the whole plan very quickly; forgetting that adherence to plans is the most important thing. The proposal to let the QIT develop their corrective team was not that wise because it is the work of the senior staff to monitor progress as per the clearly define objectives and expectations. The delay of the Quality Corner in the hospital newsletter is not that agreeable with because it will result in delaying the whole process. He also proposed a head of schedule Zero Defects Day. The issue was not communicated in advance.
If I were a manager of this unit I would have drawn a plan to execute the whole process of quality improvement. The crucial process in every process of making changes to an organization is the sticking to plans arbitrary shortcomings need to be evaluated with keen. Another important issue is the evaluation and corrective measure to check progress. This should be left to the management because it is the management which is the starter of the whole process and thus aware of the expectations and the deviations.