AmAsia3 is a management consulting firm that helps healthcare clients build world-class organizations. They fuse commercial best practices with local knowledge to optimize global capabilities, create cost-effective infrastructure, and establish dependable local operations. This ensures high customer responsiveness and satisfaction through culturally intelligent products and insights into market opportunities for growth. The presentation then provides an overview of the Baldrige criteria for healthcare excellence, focusing on the process management category and its sections on work systems design, work process design, emergency readiness, work process management and improvement.
Performance Excellence & Leadership in Healthcare - Save For Audio Michael Harton
by John West
The execution of best practices and quality standards in US, China, and other parts of Asia is critical in many industries that are undergoing major transitions such as healthcare, research, transportation, environment, food, and water. AmAsia3 mission in Healthcare is to promote and enable transformational international exchange, commercial growth, and sustainability by working with World Class Healthcare organizations and Associations, and Asian government officials, holding companies, and healthcare enterprises whose vision is to provide high quality services on the global stage.
One of the best ways to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care, business, and education award in the United States is the Baldrige Performance Excellence Program. The Baldrige "Criteria for Performance Excellence" can be used to assess health care organizations or help to apply for the national awards in different countries.
AmAsia3 member John West introduces components of the "Criteria for Performance Excellence" and the first category, leadership in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve.
World Class Workforce Focus for Healthcare - Part VMichael Harton
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the fifth and sixth categories: Workforce Focus and Process Management in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
This document provides an overview of ISO 9001:2015 for quality management systems. It discusses the seven quality management principles and the ten clauses of the ISO standard. The principles are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. The ten clauses cover the scope, leadership, planning, support, operation, performance evaluation, and improvement aspects of an effective quality management system. The document provides explanations of the key elements within each clause.
Culture of quality workshop - Qualsys Training WorkshopQualsys Ltd
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
This document summarizes a presentation on quality culture given at the 2012 CGMP Conference in Baltimore. The presentation discusses the importance of quality culture in protecting patient safety and product quality across complex pharmaceutical supply chains. It defines quality culture as an environment where everyone understands and embraces their responsibility for quality. Strong quality culture is identified as the most important indicator of an organization's ability to consistently deliver high quality products and services.
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the third category, Focus on Patients, Other Customers & Markets in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
This document provides an overview of an ISO 9001:2015 quality management system training program. It summarizes key aspects of the PDCA cycle and various ISO 9001 clauses related to planning, leadership, performance evaluation, and improvement. The clauses discussed include understanding organizational context, leadership responsibilities, internal audits, management reviews, corrective actions, and continual improvement processes. The training aims to help organizations understand and effectively implement the requirements of the ISO 9001 standard.
Performance Excellence & Leadership in Healthcare - Save For Audio Michael Harton
by John West
The execution of best practices and quality standards in US, China, and other parts of Asia is critical in many industries that are undergoing major transitions such as healthcare, research, transportation, environment, food, and water. AmAsia3 mission in Healthcare is to promote and enable transformational international exchange, commercial growth, and sustainability by working with World Class Healthcare organizations and Associations, and Asian government officials, holding companies, and healthcare enterprises whose vision is to provide high quality services on the global stage.
One of the best ways to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care, business, and education award in the United States is the Baldrige Performance Excellence Program. The Baldrige "Criteria for Performance Excellence" can be used to assess health care organizations or help to apply for the national awards in different countries.
AmAsia3 member John West introduces components of the "Criteria for Performance Excellence" and the first category, leadership in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve.
World Class Workforce Focus for Healthcare - Part VMichael Harton
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the fifth and sixth categories: Workforce Focus and Process Management in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
This document provides an overview of ISO 9001:2015 for quality management systems. It discusses the seven quality management principles and the ten clauses of the ISO standard. The principles are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. The ten clauses cover the scope, leadership, planning, support, operation, performance evaluation, and improvement aspects of an effective quality management system. The document provides explanations of the key elements within each clause.
Culture of quality workshop - Qualsys Training WorkshopQualsys Ltd
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
This document summarizes a presentation on quality culture given at the 2012 CGMP Conference in Baltimore. The presentation discusses the importance of quality culture in protecting patient safety and product quality across complex pharmaceutical supply chains. It defines quality culture as an environment where everyone understands and embraces their responsibility for quality. Strong quality culture is identified as the most important indicator of an organization's ability to consistently deliver high quality products and services.
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the third category, Focus on Patients, Other Customers & Markets in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
This document provides an overview of an ISO 9001:2015 quality management system training program. It summarizes key aspects of the PDCA cycle and various ISO 9001 clauses related to planning, leadership, performance evaluation, and improvement. The clauses discussed include understanding organizational context, leadership responsibilities, internal audits, management reviews, corrective actions, and continual improvement processes. The training aims to help organizations understand and effectively implement the requirements of the ISO 9001 standard.
The document discusses quality management principles for organizations, including having a client-focused approach, leadership commitment, involving all employees, using a process-based approach, continuously improving, and making decisions based on data. It emphasizes the importance of understanding customer needs and expectations, managing interrelated activities as processes, and creating value through mutually beneficial supplier relationships. Implementing these principles can help organizations better satisfy customers and achieve their objectives.
This document discusses how an organization's internal audit division addresses quality management principles. It provides examples of actions taken to demonstrate adherence to each of the eight principles: 1) Customer focus, 2) Leadership, 3) People involvement, 4) Process approach, 5) System approach to management, 6) Continual improvement, 7) Fact-based decision making, and 8) Beneficial supplier relationships. For each principle, it outlines the division's approach and specific initiatives taken to ensure the principle is followed in its auditing practices and processes. The overall intent is to apply a quality management system to the internal audit function to improve effectiveness and efficiency.
The document summarizes the services of Endeavor Management, a consulting firm that helps healthcare organizations improve the patient experience. They do this through gathering insights from patients and physicians, developing strategies to create consistent experiences across touchpoints, and providing tools to monitor experiences. Their approach involves understanding both functional and emotional needs, creating experience maps, developing personas, and benchmarking clients against industry best practices. The goal is to help clients deliver exceptional experiences that increase loyalty and advocacy.
Mary Nicholas is a senior healthcare executive with over 20 years of experience in strategic planning, operations management, and quality assurance. She has a proven track record of launching new organizations and achieving regulatory compliance and revenue goals. Her areas of expertise include strategic planning, software design, budgeting, and leading operations improvement. She currently works as an independent consultant after previously serving as President and CEO of a healthcare accreditation organization she helped establish.
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
This document discusses adopting quality management methodologies like Six Sigma to improve business processes. It notes that while these methodologies aim to boost productivity and efficiency, implementing them can be disruptive due to required changes to work habits. The document argues that familiar IT tools can streamline quality management tasks and reduce resistance, allowing organizations to better benefit from these techniques. It presents Microsoft's quality management portfolio as a way to address the challenges of implementation through integrated, easy to use solutions.
The document discusses building a quality culture in the pharmaceutical industry. It outlines six dimensions of cultural excellence: building capability, corporate culture, business continuity planning, robust quality systems, quality metrics, and communication. Implementing these dimensions can lead to a proactive quality culture and continual improvement. A strong quality culture is evidenced by consistently doing the right things even when no one is watching.
PQASSO - the quality standard to futureproof your organisationwalescva
PQASSO is an off-the-shelf quality management system for the voluntary and community sector that helps organizations assess their performance against agreed standards. It is a self-assessment tool that organizations can use to identify what they are doing well and areas for improvement. PQASSO addresses key organizational areas like planning, governance, leadership, user services, managing people and finances, communications, and monitoring and evaluation. Organizations can achieve one of three levels of PQASSO depending on how strategic and systematic their approach is. The PQASSO Quality Mark provides an optional external assessment to verify self-assessment judgements through a peer review process.
The job description is for a Regional Sales Director for the Alaris Infusion System in the Mid Atlantic region. The position provides leadership and guidance to sales executives and staff to create and execute strategies to exceed regional sales objectives. Qualifications include a Bachelor's degree, 6-10 years of healthcare sales management experience, and the ability to travel 50-75% of the time within the Mid Atlantic territory.
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
The document discusses the quality management principles as per ISO 9001:2015. It provides explanations of seven principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. It notes some revisions from the previous ISO 9001 standards, including a merging of two principles and renaming of others. The document concludes that awareness of these principles helps understand ISO 9001:2015.
This document discusses risk management and risk-based thinking as it relates to ISO 9001:2015. It begins by outlining the objectives of understanding risk management and risk-based thinking. It then defines identifying and addressing risks, listing options like risk avoidance, mitigation, and acceptance. It provides definitions of risk and risk-based thinking, explaining that risk-based thinking is a process of addressing risks and opportunities to improve effectiveness and results. It discusses why risk-based thinking is important and how to implement a risk-based approach through steps like risk assessment, analysis, evaluation, and treatment.
The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
The Baldrige Performance Excellence Program operates as a public-private partnership to educate organizations on performance excellence and manage the Malcolm Baldrige National Quality Award. The program was established by Congress in 1987 and uses a criteria framework with 7 categories to define and assess organizational performance excellence. Over the years, the program has recognized over 85 award recipients, created a national standard for performance excellence, and raised U.S. competitiveness through sharing of best practices.
Tricks & Teckniques to improve or bring the quality in an organizationdanishnawazmirani
The document outlines tricks and techniques that can improve quality in an organization according to ISO 9001:2008 standards. It identifies tricks like having customer-centric and employee-involved processes, leadership, continual improvement, and win-win partnerships. Techniques discussed include Six Sigma, TQM, quality assurance, documentation, and models like FADE and PDSA that follow the plan-do-study-act cycle.
This resume is for Monica H. Harbin, who has 19 years of experience in medical practice and insurance billing management. She has held several roles managing billing staff, implementing projects, and ensuring compliance. Her most recent role was as Central Business Office Director where she oversaw day to day operations and billing functions. She also has experience as an Institutional Billing Coordinator, Quality Assurance Coordinator, and Team Leader.
Daniel Zembrzuski has over 40 years of experience in senior leadership roles in the healthcare industry, specializing in hospital and physician networks, health plans, and business operations. He has a proven track record of reducing healthcare costs and improving financial and operational performance through strategies like accountable care organizations and self-insured health plans. Zembrzuski holds an MBA from Wayne State University and is a Certified Management Accountant with extensive experience in areas like contract negotiation, strategic planning, and employee development.
Performance management is a systematic process that involves employees in improving organizational effectiveness and accomplishing goals. It assists in establishing, monitoring, and achieving individual and organizational goals. Performance is measured against preset standards of accuracy, completeness, cost, and speed. Performance management is the overarching process that deals with performance, which includes subprocesses like planning, execution, training, and performance measurement. These processes cannot be separated, as performance management both precedes and follows performance measurement. It helps organizations create an environment that values improvement, adaptation, ambitious goals, creativity, learning, and rewarding employees.
Building Quality Culture in Agile Software Development discusses how to build a quality culture in agile transformations. It outlines how organizational culture and leadership influence quality and how agile transformations impact processes, teams, and governance. The document recommends strategic initiatives to transform culture such as establishing a quality vision, clear communication, process improvements, empowering teams, continuous delivery, quality analytics, and training. The key takeaways are that building quality culture requires leadership, communication, empowering people, process improvements, technology enablement, and analytics.
This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
This document discusses frameworks for organizational quality and performance excellence, including Total Quality Management and Six Sigma. It provides an overview of the Baldrige criteria for organizational assessment, which includes seven categories: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. International quality award programs are also summarized, such as the Deming Prize in Japan. The core concepts of Six Sigma and its use in various types of organizations are outlined.
The document discusses quality management principles for organizations, including having a client-focused approach, leadership commitment, involving all employees, using a process-based approach, continuously improving, and making decisions based on data. It emphasizes the importance of understanding customer needs and expectations, managing interrelated activities as processes, and creating value through mutually beneficial supplier relationships. Implementing these principles can help organizations better satisfy customers and achieve their objectives.
This document discusses how an organization's internal audit division addresses quality management principles. It provides examples of actions taken to demonstrate adherence to each of the eight principles: 1) Customer focus, 2) Leadership, 3) People involvement, 4) Process approach, 5) System approach to management, 6) Continual improvement, 7) Fact-based decision making, and 8) Beneficial supplier relationships. For each principle, it outlines the division's approach and specific initiatives taken to ensure the principle is followed in its auditing practices and processes. The overall intent is to apply a quality management system to the internal audit function to improve effectiveness and efficiency.
The document summarizes the services of Endeavor Management, a consulting firm that helps healthcare organizations improve the patient experience. They do this through gathering insights from patients and physicians, developing strategies to create consistent experiences across touchpoints, and providing tools to monitor experiences. Their approach involves understanding both functional and emotional needs, creating experience maps, developing personas, and benchmarking clients against industry best practices. The goal is to help clients deliver exceptional experiences that increase loyalty and advocacy.
Mary Nicholas is a senior healthcare executive with over 20 years of experience in strategic planning, operations management, and quality assurance. She has a proven track record of launching new organizations and achieving regulatory compliance and revenue goals. Her areas of expertise include strategic planning, software design, budgeting, and leading operations improvement. She currently works as an independent consultant after previously serving as President and CEO of a healthcare accreditation organization she helped establish.
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
This document discusses adopting quality management methodologies like Six Sigma to improve business processes. It notes that while these methodologies aim to boost productivity and efficiency, implementing them can be disruptive due to required changes to work habits. The document argues that familiar IT tools can streamline quality management tasks and reduce resistance, allowing organizations to better benefit from these techniques. It presents Microsoft's quality management portfolio as a way to address the challenges of implementation through integrated, easy to use solutions.
The document discusses building a quality culture in the pharmaceutical industry. It outlines six dimensions of cultural excellence: building capability, corporate culture, business continuity planning, robust quality systems, quality metrics, and communication. Implementing these dimensions can lead to a proactive quality culture and continual improvement. A strong quality culture is evidenced by consistently doing the right things even when no one is watching.
PQASSO - the quality standard to futureproof your organisationwalescva
PQASSO is an off-the-shelf quality management system for the voluntary and community sector that helps organizations assess their performance against agreed standards. It is a self-assessment tool that organizations can use to identify what they are doing well and areas for improvement. PQASSO addresses key organizational areas like planning, governance, leadership, user services, managing people and finances, communications, and monitoring and evaluation. Organizations can achieve one of three levels of PQASSO depending on how strategic and systematic their approach is. The PQASSO Quality Mark provides an optional external assessment to verify self-assessment judgements through a peer review process.
The job description is for a Regional Sales Director for the Alaris Infusion System in the Mid Atlantic region. The position provides leadership and guidance to sales executives and staff to create and execute strategies to exceed regional sales objectives. Qualifications include a Bachelor's degree, 6-10 years of healthcare sales management experience, and the ability to travel 50-75% of the time within the Mid Atlantic territory.
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
The document discusses the quality management principles as per ISO 9001:2015. It provides explanations of seven principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. It notes some revisions from the previous ISO 9001 standards, including a merging of two principles and renaming of others. The document concludes that awareness of these principles helps understand ISO 9001:2015.
This document discusses risk management and risk-based thinking as it relates to ISO 9001:2015. It begins by outlining the objectives of understanding risk management and risk-based thinking. It then defines identifying and addressing risks, listing options like risk avoidance, mitigation, and acceptance. It provides definitions of risk and risk-based thinking, explaining that risk-based thinking is a process of addressing risks and opportunities to improve effectiveness and results. It discusses why risk-based thinking is important and how to implement a risk-based approach through steps like risk assessment, analysis, evaluation, and treatment.
The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
The Baldrige Performance Excellence Program operates as a public-private partnership to educate organizations on performance excellence and manage the Malcolm Baldrige National Quality Award. The program was established by Congress in 1987 and uses a criteria framework with 7 categories to define and assess organizational performance excellence. Over the years, the program has recognized over 85 award recipients, created a national standard for performance excellence, and raised U.S. competitiveness through sharing of best practices.
Tricks & Teckniques to improve or bring the quality in an organizationdanishnawazmirani
The document outlines tricks and techniques that can improve quality in an organization according to ISO 9001:2008 standards. It identifies tricks like having customer-centric and employee-involved processes, leadership, continual improvement, and win-win partnerships. Techniques discussed include Six Sigma, TQM, quality assurance, documentation, and models like FADE and PDSA that follow the plan-do-study-act cycle.
This resume is for Monica H. Harbin, who has 19 years of experience in medical practice and insurance billing management. She has held several roles managing billing staff, implementing projects, and ensuring compliance. Her most recent role was as Central Business Office Director where she oversaw day to day operations and billing functions. She also has experience as an Institutional Billing Coordinator, Quality Assurance Coordinator, and Team Leader.
Daniel Zembrzuski has over 40 years of experience in senior leadership roles in the healthcare industry, specializing in hospital and physician networks, health plans, and business operations. He has a proven track record of reducing healthcare costs and improving financial and operational performance through strategies like accountable care organizations and self-insured health plans. Zembrzuski holds an MBA from Wayne State University and is a Certified Management Accountant with extensive experience in areas like contract negotiation, strategic planning, and employee development.
Performance management is a systematic process that involves employees in improving organizational effectiveness and accomplishing goals. It assists in establishing, monitoring, and achieving individual and organizational goals. Performance is measured against preset standards of accuracy, completeness, cost, and speed. Performance management is the overarching process that deals with performance, which includes subprocesses like planning, execution, training, and performance measurement. These processes cannot be separated, as performance management both precedes and follows performance measurement. It helps organizations create an environment that values improvement, adaptation, ambitious goals, creativity, learning, and rewarding employees.
Building Quality Culture in Agile Software Development discusses how to build a quality culture in agile transformations. It outlines how organizational culture and leadership influence quality and how agile transformations impact processes, teams, and governance. The document recommends strategic initiatives to transform culture such as establishing a quality vision, clear communication, process improvements, empowering teams, continuous delivery, quality analytics, and training. The key takeaways are that building quality culture requires leadership, communication, empowering people, process improvements, technology enablement, and analytics.
This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
This document discusses frameworks for organizational quality and performance excellence, including Total Quality Management and Six Sigma. It provides an overview of the Baldrige criteria for organizational assessment, which includes seven categories: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. International quality award programs are also summarized, such as the Deming Prize in Japan. The core concepts of Six Sigma and its use in various types of organizations are outlined.
This document discusses performance measures and their importance in a business organization. It defines performance measures as quantitatively telling us important information about products, services, and processes. Performance measures let organizations know how well they are doing, if goals are being met, if customers are satisfied, and if processes and improvements are needed. The document outlines key elements of performance measures including objectives, typical measurements, criteria, and characteristics. It also discusses benefits of measurement for identifying customer requirements, understanding processes, ensuring fact-based decisions, revealing needed improvements, and verifying that improvements occurred.
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
This document provides an overview of ISO standards and quality management systems. It discusses that ISO develops international standards to ensure products and services are safe, reliable and of good quality. The main ISO standards discussed are ISO 9000 for quality management systems and ISO 9001 which defines the requirements for a quality assurance system. It also summarizes the seven quality management principles of ISO 9000 which are customer focus, leadership, engagement, process approach, improvement, evidence-based decisions and relationship management. The benefits of establishing a quality management system and adhering to these principles are also highlighted.
Criteria for Performance Excellence to Improve Pharmacy ServicesCompleteRx
- Enhance understanding of the Performance Excellence program and the impact on Healthcare organizations
- Be able to locate Process level and Results level items and how to begin
- Identify areas in the hospital pharmacy that can be impacted by the program
Malcolm Baldrige was the Secretary of Commerce who championed quality management and helped draft the Malcolm Baldrige National Quality Improvement Act, which established the Malcolm Baldrige National Quality Award. The award recognizes excellence in manufacturing, service, small business, education, health care, and nonprofit organizations. It focuses on customer satisfaction and organizational performance. The Malcolm Baldrige criteria evaluate key factors such as leadership, strategic planning, customer and market focus, information and analysis, and workforce engagement.
The document discusses quality management systems and standards. It begins with an introduction to quality, standardization, and ISO 9000. It then discusses the evolution of ISO 9001 and the requirements of the ISO 9001:2008 quality management system standard. Key topics covered include the eight quality management principles, documentation requirements, management responsibility, and process-based quality management.
This document discusses improving the quality of health care. It provides definitions and concepts of quality from various perspectives including the customer, product, and organization. It discusses frameworks for quality such as total quality management (TQM), six sigma, and lean methodology. TQM involves all stakeholders and continuous improvement. Six sigma aims for 3.4 defects per million. Lean looks to reduce waste and non-value added activities. The document also discusses Donabedian's framework for evaluating quality through structure, process, and outcomes.
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It expresses an organization's goals, policies, processes, documented information and resources needed to implement and maintain quality management. Total quality management (TQM) is the art of managing the whole to achieve excellence, and ensures products and services satisfy customers at the appropriate time and price. It requires concepts like top management commitment, customer focus, continuous improvement, and teamwork. Six Sigma is a set of techniques and tools for process improvement that aims to reduce defects and variability in processes. It focuses on customer requirements, uses data to identify process variations, and involves people at different levels to continually improve processes and eliminate variations
Pearl Confectionery (Pvt.) Ltd is providing training on quality management systems. The training covers fundamentals of quality management including roles of auditors and auditees, the PDCA cycle, and the 8 principles of quality. It also covers ISO 9001:2008 requirements including the standard's structure and clauses. The training includes sessions on internal quality audits. Attendees must pass a test with 60% to complete the training.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
This document provides an overview of quality management systems and Six Sigma. It discusses basics of quality management including definitions of quality, dimensions of quality, and the scope of pharmaceutical quality management systems. It then introduces Total Quality Management (TQM) and its principles of continuous improvement. Six Sigma is defined as a statistical approach to process improvement, and its DMAIC methodology is explained. The key principles of Six Sigma are outlined as focusing on customer requirements, using data to identify process variation, improving processes to eliminate variation, involving multidisciplinary teams, and maintaining flexibility.
BGD2043 Notes TOPIC 4 MODERN SUPERVISION CHALLENGESEdvin Baron
This document discusses modern supervision challenges related to ensuring quality, meeting ethical standards, and using technology, specifically the internet. It provides learning objectives, definitions, and guidelines for each topic. Regarding quality, it outlines techniques like statistical quality control, zero defects, and total quality management. It emphasizes the importance of preventing defects and setting standards. For ethics, it discusses benefits of and challenges to ethical behavior, and guidelines for supervisors. It also covers cultural differences in ethics. Regarding technology, it focuses on using the internet and managing data, communication, and business transformation with technology.
This document provides an introduction to quality and total quality management. It defines key quality-related terms like quality management, quality assurance, and quality control. It discusses various quality philosophies from thinkers like Deming, Juran, Crosby and describes concepts like quality planning, quality control, quality improvement. It also covers ISO 9000 standards, acceptance sampling techniques, and introduces the concept of total quality management which emphasizes meeting customer expectations through empowering employees in integrated organizational efforts.
The document introduces the Baldrige Framework, which provides a systematic approach for organizations to improve performance and achieve excellence. It outlines the seven categories that make up the criteria for the framework: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce; operations; and results. The categories are interconnected and form a closed feedback loop to help organizations align goals, measure progress, and continually improve. The framework can be used for self-assessment or to apply for the National Baldrige Award for Performance Excellence.
This document provides an overview of total quality management (TQM) concepts through a seminar presentation. It defines key TQM terms and principles, discusses the three major quality gurus and their philosophies, and outlines tools and techniques for process management and continuous improvement. The document emphasizes that TQM requires organization-wide commitment to customer satisfaction through integrated systems and the continuous improvement of processes.
According to new syllabus of PCI M.Pharm 1st sem. students can directly utilize this ppt for their study. As per PCI new syllabus QA STUDENTS find this ppt very use full.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
Similar to World Class Process Management for Healthcare - Part VI (20)
Comprehensive Rainy Season Advisory: Safety and Preparedness Tips.pdfDr Rachana Gujar
The "Comprehensive Rainy Season Advisory: Safety and Preparedness Tips" offers essential guidance for navigating rainy weather conditions. It covers strategies for staying safe during storms, flood prevention measures, and advice on preparing for inclement weather. This advisory aims to ensure individuals are equipped with the knowledge and resources to handle the challenges of the rainy season effectively, emphasizing safety, preparedness, and resilience.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
Letter to MREC - application to conduct studyAzreen Aj
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
R3 Stem Cell Therapy: A New Hope for Women with Ovarian FailureR3 Stem Cell
Discover the groundbreaking advancements in stem cell therapy by R3 Stem Cell, offering new hope for women with ovarian failure. This innovative treatment aims to restore ovarian function, improve fertility, and enhance overall well-being, revolutionizing reproductive health for women worldwide.
At Apollo Hospital, Lucknow, U.P., we provide specialized care for children experiencing dehydration and other symptoms. We also offer NICU & PICU Ambulance Facility Services. Consult our expert today for the best pediatric emergency care.
For More Details:
Map: https://cutt.ly/BwCeflYo
Name: Apollo Hospital
Address: Singar Nagar, LDA Colony, Lucknow, Uttar Pradesh 226012
Phone: 08429021957
Opening Hours: 24X7
Unlocking the Secrets to Safe Patient Handling.pdfLift Ability
Furthermore, the time constraints and workload in healthcare settings can make it challenging for caregivers to prioritise safe patient handling Australia practices, leading to shortcuts and increased risks.
Let's Talk About It: Breast Cancer (What is Mindset and Does it Really Matter?)bkling
Your mindset is the way you make sense of the world around you. This lens influences the way you think, the way you feel, and how you might behave in certain situations. Let's talk about mindset myths that can get us into trouble and ways to cultivate a mindset to support your cancer survivorship in authentic ways. Let’s Talk About It!
Can coffee help me lose weight? Yes, 25,422 users in the USA use it for that ...nirahealhty
The South Beach Coffee Java Diet is a variation of the popular South Beach Diet, which was developed by cardiologist Dr. Arthur Agatston. The original South Beach Diet focuses on consuming lean proteins, healthy fats, and low-glycemic index carbohydrates. The South Beach Coffee Java Diet adds the element of coffee, specifically caffeine, to enhance weight loss and improve energy levels.
International Cancer Survivors Day is celebrated during June, placing the spotlight not only on cancer survivors, but also their caregivers.
CANSA has compiled a list of tips and guidelines of support:
https://cansa.org.za/who-cares-for-cancer-patients-caregivers/
2. AmAsia3 Value Proposition
AmAsia3 fuses best practices from commercial operations with a deep
knowledge of regional markets, local communities, and cultures. We
work with our clients to build world class healthcare organizations that
bring products and services to market and into the hands of satisfied
customers across the globe. Senior consultants work to optimize global
capabilities, create a cost-effective infrastructure, and solidify a local,
dependable base of operations. This ensures a higher level of customer
responsiveness and satisfaction, culturally intelligent products, and
valuable insights into market conditions and opportunities for future
growth.
®
3. Introduction – Presenter
John R. West
AmAsia3 Management Consultant
®
International
Management
Consultant
• 15 + years
• All Industries
• Assessments
• Performance
Excellence
• Customer
Satisfaction
• Problem Solving
• Led 5 Clients to
win Dubai Quality
Award
Experience
FedEx
• Global Quality
Manager
• Ombudsman for
the Customer
• Led FedEx to be
1st Baldrige
Winner in Service
Category
Volunteer
• President Bush
41- Points of Light
Award
• Hands on
Network
• Business As
Mission
4. Introduction
Attaining Performance Excellence
• Country awards/programs
–World Class assessment tools
– Criteria very objective
– Leads to world class performance
The material in the following slides is used with permission
of the Baldrige Performance Excellence Program. 2013.
2007 Criteria for Performance Excellence. Gaithersburg,
MD: U.S. Department of Commerce, National Institute of
Standards and Technology. Obtain a copy of the full
Criteria at www.nist.gov/baldrige/publications/criteria.cfm
®
5. Health Care Criteria for Performance
Excellence
Seven Categories
1. Leadership
2. Strategic Planning
3. Focus on Patients, Other Customers &
®
Markets
4. Measurement, Analysis, Knowledge
Management
5. Workforce Focus
6. Process Management
7. Results
6. Health Care Criteria for Performance
Excellence
Category 6 – Process Management
6.1 Work Systems Design
a. Core Competencies
1) Describe how you determined your core competencies.
2) List your core competencies and tell how they relate to
your mission and action plans.
3) Describe how you design and innovate your overall
®
work systems.
4) Describe how you decide which processes within your
overall work systems will be internal and which will
depend on external resources.
7. Health Care Criteria for Performance
Excellence
Category 6 – Process Management
6.1 Work Systems Design
b. Work Process Design
1) List your key work processes and explain how they
relate to your core competencies. Tell how these
processes contribute to delivering value to patients.
2) Tell how you determine key process requirements, from
whom who receive input for these requirements and
then list these requirements.
3) Tell how you design and innovate your key processes to
meet requirements, including the technology,
organizational knowledge, and consideration of the
need for agility in the design.
®
8. Health Care Criteria for Performance
Excellence
Category 6 – Process Management
6.1 Work Systems Design
®
c. Emergency Readiness
1) Tell how you ensure work system and workplace
preparedness for disasters or emergencies.
2) Tell how your disaster and emergency preparedness
system consider prevention, management, and
continuity of operations for patients and the
community, evacuation, and recovery.
9. Health Care Criteria for Performance
Excellence
Category 6 – Process Management
6.2 Work Process Management and Improvement
a. Work Process Management
1) Tell how you implement your work processes to ensure
that they meet your design requirements? Tell how
you use patient and supplier input to manage
processes. Describe your key performance measures
and indicators used to control and improve your
processes.
2) How are health care delivery processes and expected
outcomes explained to set realistic patient
expectations?
3) Tell how you minimize overall costs associated with
inspections, tests, and process or performance audits.
Tell how you prevent rework and errors, including
medical errors.
®
10. Health Care Criteria for Performance
Excellence
Category 6 – Process Management
6.2 Work Process Management and Improvement
b. Work Process Improvement
1) Tell how you improve your work processes to achieve
better performance, to reduce variability, to improve
health care services and outcomes, and to keep the
processes current with health care service and
business needs and directions.
2) Tell how you share improvements and lessons learned
with other organizational units to drive organizational
learning and innovation.
®
11. Health Care Criteria for Performance
Excellence
This concludes the Process Management
category of the Baldrige Health Care Criteria for
Performance Excellence.
For questions, or comments, or for assistance in
having your organization assessed to start on the
road to improvement, you may contact John by
e-mail – jwest@amasia3.net
Next, we will address the Results category.
®
Editor's Notes
Are you satisfied that your health care organization has attained world class performance in every service and/or product it offers? If not, then this presentation is for you. The ideas in this presentation comprise an objective global method of attaining world class health care excellence.
Hello. My name is John R West and I have the privilege of presenting to you a proven method of attaining and sustaining world class health care. Both as a member of headquarters management at a Fortune 500 company and as an international management consultant for many years, I have had the honor of helping organizations around the world use performance excellence to continuously improve.
Welcome to AmAsia3. Before we begin our presentation on World Class Health Care, we would like to share our brief Value Proposition with you. This presentation will acquaint you with some recognized “best practices” and is directly aligned with our desire to help you attain and sustain a world class healthcare organization for the benefit of all of your stakeholders.
As an international management consultant, I have traveled the globe for more than 15 years working with clients from a wide range of industries. When performing assessments of organizations I use a very objective set of criteria common in about 100 countries. What I am presenting is based on practical experience, and the principles are rooted and based on more than ten years of headquarters management at an award-winning organization.
The best way to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care award in the United States (also used for business and education) is the Baldrige Performance Excellence Program. There is now a similar award program in about 100 other countries.
The Baldrige "Criteria for Performance Excellence" (or similar award criteria in other countries) can be used to either assess health care organizations or to help them apply for the national award in their respective countries.The quotes below are from the Process Management category of the Baldrige Health Care criteria. Most of the other countries either use the US version as their base or a similar European version, but all have very similar requirements to the US version. World-class sustainability and resilience are much broader than just the environmental aspect of the terms. If every organization adheres to these criteria, they would have a viable health care organization (sustained and resilient) for a very long time.
I will introduce you to the portions of the Criteria for Performance Excellence which are most applicable to attaining and maintaining performance excellence in health care. Collectively, the criteria are very objective world class assessment tools.
These are the seven categories of the Baldrige Health Care Criteria for Performance Excellence. Each of these categories will be presented as a separate module within this presentation. To be world class, a health care organization must be performing at an excellent level in each of these categories. Within each category presentation you will be given the elements that comprise true performance excellence for that category. To the extent that your organization is thoroughly performing each of these elements, to that extent can you truly say that your organization is performaning at a world class level in that category. To the extent that your organization is not thoroughly performing at an excellent level in all of these elements, to that extent does your organization have opportunities for improvement.
“Core competencies” refers to your organization’s areas of greatest expertise. Your organization’s
core competencies are those strategically important capabilities that provide an advantage in your marketplace or service environment. Core competencies frequently are challenging for competitors or suppliers and partners to imitate and provide a sustainable competitive advantage.
“Work systems” refers to how the work of your organization is accomplished. Work systems involve your workforce, your key suppliers and partners, your contractors, your collaborators, and other components of the supply chain needed to produce and deliver your health care services and business and support processes. Your work systems coordinate the internal work processes and the external resources necessary for you to develop, produce, and deliver your health care services to your patients and other customers and to succeed in your marketplace.
In health care organizations, the work systems focus on delivery of health care services. These services
refer to patient and community service processes for the purpose of prevention, maintenance, health
promotion, screening, diagnosis, treatment/therapy, rehabilitation, recovery, palliative care, or supportive care. These include services delivered to patients through other providers (e.g., laboratory and radiology studies). Work systems also may include the conduct of health care research and/or a teaching mission, as appropriate to your organization’s mission.
Your key work processes are the processes that involve the majority of your organization’s
workforce and produce patient, other customer, and stakeholder value. Your key work processes are your most important health care service design and delivery, business, and support processes.
Agility, cost efficiencies, and cycle time reduction are increasingly important in all aspects of process management and organizational design. In the simplest terms, “agility” refers to your ability to adapt quickly, flexibly, and effectively to changing requirements. Depending on the nature of your organization’s strategy and markets, agility might mean rapid change to a new technology or treatment protocol, rapid response to changing payor requirements, or the ability to produce a wide range of patient-focused services.
Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novel partnering arrangements. Flexibility might demand special strategies, such as sharing facilities or workforce resources, cross-training, and providing specialized training. Cost and cycle time reduction often involve Lean process management strategies. It is crucial to utilize key measures for tracking all aspects of your overall process management.
Disasters and emergencies might be weather-related, utility-related, security-related, or
due to a local or national emergency, including potential pandemics such as an avian flu outbreak. Health care organizations should consider both community-related disasters, where they play a role as first responders, and organization-specific incidents that threaten continued operations (e.g., fire, building damage, or loss of power/water).
Efforts to ensure the continuity of operations in a community emergency should consider all facets of your organization’s operations that are needed to provide health care services to patients and other customers. You should consider all your key work processes in your planning. The specific level of service that you will need to provide will be guided by your organization’s mission and your patients’ and other customers’ needs and requirements. Health care providers will likely have a higher need for continuity of services than organizations that do not provide an essential function.
Design requirements should consider patient safety, coordination and continuity of care, and regulatory, accreditation, and payor requirements, as appropriate.
Specific reference is made to in-process measurements and patient and other customer and supplier interactions. These measurements and interactions require the identification of critical points in processes for measurement, observation, or interaction. These activities should occur at the earliest points possible in processes to minimize problems and costs that may result from deviations from expected performance. Achieving expected performance frequently requires setting in-process performance levels or standards to guide decision making.
To improve process performance and reduce variability, you might implement approaches such as the Plan-Do-Check-Act methodology, Six Sigma methodology, a Lean Enterprise System, use of ISO 9000 standards, or other process improvement tools.
When deviations occur, corrective action is required to restore the performance of the process to its design specifications. Depending on the nature of the process, the corrective action could involve technical and human considerations. Proper corrective action involves changes at the source (root cause) of the deviation. Such corrective action should minimize the likelihood of this type of variation occurring again or elsewhere in your organization. When patient and other customer interactions are involved, differences among patients and other customers must be considered in evaluating how well the process is performing. This might entail allowing for specific or general contingencies, depending on the patient and other customer information gathered. This is especially true of professional and personal services. Key process cycle times in some organizations may be a year or longer, which may create special challenges in measuring day-to-day progress and identifying opportunities for reducing cycle times, when appropriate.