Quality management

About: Quality management is a research topic. Over the lifetime, 28260 publications have been published within this topic receiving 484862 citations.

A theory of quality management underlying the deming management method

Abstract: In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management metho...

Juran's quality handbook

Abstract: Contributors. Preface to the Fifth Edition. How to Use the Handbook. How to Think About Quality. The Quality Planning Process. The Quality Control Process. The Quality Improvement Process. Process Management. Quality and Income. Quality and Costs. Measurement, Information, and Decision-Making. Computer Applications to Quality Systems. The ISO 9000 Family of International Standards. Benchmarking. Strategic Deployment. Total Quality Management. Human Resources and Quality. Training for Quality. Project Management and Product Development. Market Research and Marketing. Quality in Research and Development. Software Development. Operations. Inspection and Test. Job Shop Industries. Customer Service. Administrative and Support Operations. Process Industries. Quality in a High Tech Industry. Automotive Industry. Travel and Hospitality Industries. Government Services. Health Care Services. Financial Services Industries. Second-Generation Data Quality Systems. Quality and Society. Quality and the National Culture. Quality in Developing Countries. Quality in Western Europe. Quality in Central and Eastern Europe. Quality in the United States. Quality in Japan. Quality in the People's Republic of China. Quality in Latin America. Basic Statistical Methods. Statistical Process Control. Acceptance Sampling. Design and Analysis of Experiments. Reliability Concepts and Data Analysis. Appendix I-Glossary of Symbols and Abbreviations. Appendix II-Tables and Charts. Appendix III-Selected Quality Standards, Specifications, and Related Documents. Appendix IV-Quality Systems Terminology. Appendix V-Quality Improvement Tools. Name Index. Subject Index.

An introduction to implementation science for the non-specialist

Abstract: The movement of evidence-based practices (EBPs) into routine clinical usage is not spontaneous, but requires focused efforts. The field of implementation science has developed to facilitate the spread of EBPs, including both psychosocial and medical interventions for mental and physical health concerns. The authors aim to introduce implementation science principles to non-specialist investigators, administrators, and policymakers seeking to become familiar with this emerging field. This introduction is based on published literature and the authors’ experience as researchers in the field, as well as extensive service as implementation science grant reviewers. Implementation science is “the scientific study of methods to promote the systematic uptake of research findings and other EBPs into routine practice, and, hence, to improve the quality and effectiveness of health services.” Implementation science is distinct from, but shares characteristics with, both quality improvement and dissemination methods. Implementation studies can be either assess naturalistic variability or measure change in response to planned intervention. Implementation studies typically employ mixed quantitative-qualitative designs, identifying factors that impact uptake across multiple levels, including patient, provider, clinic, facility, organization, and often the broader community and policy environment. Accordingly, implementation science requires a solid grounding in theory and the involvement of trans-disciplinary research teams. The business case for implementation science is clear: As healthcare systems work under increasingly dynamic and resource-constrained conditions, evidence-based strategies are essential in order to ensure that research investments maximize healthcare value and improve public health. Implementation science plays a critical role in supporting these efforts.

Identification of the Critical Factors of TQM

Abstract: Current concepts in the field of Total Quality Management (TQM) are largely based upon case studies, anecdotal evidence and the prescriptions of leading “gurus.” Consequently, there is little consensus on which factors are critical to the success of the approach. Few attempts have been made to scientifically synthesise frameworks for measuring quality management practices, and a methodology for examining the issue has yet to be established. This has meant that current TQM models, such as the Malcolm Baldrige Award, have not been constructed or validated by empirical means. This paper presents a research methodology that can be used to improve self-assessment frameworks, such as the Baldrige Award, to better inform organisations in the development of Total Quality Systems. The research extracts a series of items from the Baldrige model and established literature. These items formed the basis of a questionnaire sent to over 200 managers. Data was examined using several well-established analytical techniques that identified 10 critical factors of TQM. These factors were shown to be reliable and valid, and offer new insights into our understanding of TQM.

Crossing the quality chasm: implications for health services administration education.

Abstract: Programs in Health Services Administration (HSA) should respond to the mandate to improve patient care as put forth by the Institute of Medicine (IOM) and other reports on the proliferation and consequences of medical errors. This article will identify a framework to base curriculum change, competency areas, and educational methods to impart quality improvement knowledge and skills. The first six competency areas reflect the six redesign imperatives from the IOM report, Crossing the Quality Chasm: A New Health System for the 21st Century (2001): redesign of the care process; use of information technologies; knowledge and skills management; development of effective teams; coordination of care; and use of performance and outcomes measurement. Based on a literature review, five additional areas were identified: strategic quality planning; programs for patient safety and risk management; change management; roles of stakeholders, payers and regulators; and development of a learning environment and blame-free culture. Examples of curriculum content are provided from HSA programs at Georgetown University, University of Washington, and University of California at Berkeley.