The document summarizes a study that examined intersections between quality initiatives and sustainability best practices in 10 Wisconsin enterprises. The study found many parallels between quality and sustainability approaches, including senior management support, employee engagement, and use of awards programs. Differences included quality initiatives having broader deployment while sustainability initiatives were more project-based. The study reinforced findings from previous ASQ research on links between quality, social responsibility, and organizational success.
EcoZD research units: Bridges and barriers to integrative research approachesILRI
Presented by Rainer Asse to the Progress Meeting on Ecosystem Approaches to the Better Management of Zoonotic Emerging Infectious Diseases in the South East Asian Region, Bangkok, 10-13 December 2011.
2017.04.06 Understanding the Innovative Capacity of OrganisationsNUI Galway
Dr Rachel Hilliard, NUI Galway, presented this talk entitled "Understanding the Innovative Capacity of Organisations" on behalf of the Innovation and Structural Change research cluster at the 2017 Whitaker Institute Research Day on 6th April 2017.
EcoZD research units: Bridges and barriers to integrative research approachesILRI
Presented by Rainer Asse to the Progress Meeting on Ecosystem Approaches to the Better Management of Zoonotic Emerging Infectious Diseases in the South East Asian Region, Bangkok, 10-13 December 2011.
2017.04.06 Understanding the Innovative Capacity of OrganisationsNUI Galway
Dr Rachel Hilliard, NUI Galway, presented this talk entitled "Understanding the Innovative Capacity of Organisations" on behalf of the Innovation and Structural Change research cluster at the 2017 Whitaker Institute Research Day on 6th April 2017.
Organisations are witnessing rapid changes in business environment that necessitates businesses to be nimble. Large organisations, given their scale of operations, find it particularly challenging to roll-out changes – especially if the change/s involved constitute a major departure from established and institutionalized procedures. Change Management comes in as an important discipline in this context.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
The Six Sigma Approach for the Development of Accounting Information System P...Hendra Gunawan
The study investigates six sigma approach in manufacturing companies to prove its influence on the development of accounting information systems performance. Total of 80 respondent data from processed questionnaire consist of low management (64%), middle management (38%) and top management (7%). Statistically significant were found for application six sigma and development of accounting information systems performance. The result shows six sigma has significant effect to accounting information system performance. The findings show that companies implement six sigma at high altitudes. Six sigma has criteria such as support and commitment from top management, organizational culture, customer focus, and training. Criteria for support and commitment from top management and organizational culture are not proven to significantly influence the development of accounting information system performance.
Measuring the influence of Internal Service Quality on Health Care Deliveryijtsrd
The objective of this study is to examine the influence of Internal Service Quality at various levels in Organization on Health care Delivery . The research method used in the study is Descriptive and Correlation is used to test the relationship among the variables. The target respondents Population who participated in the study are (N=200) who are the Medical Duty staff in private hospitals around Visakhapatnam, AndhraPradesh,India. A structured Questionnaire of Di Xie(2005) Internal Service Quality was used to investigate its influence on Health care Delivery . The research findings showed that there is significant positive correlation ( r=0.554, p http://www.ijtsrd.com/management/marketing-management/13048/measuring-the-influence-of-internal-service-quality-on-health-care-delivery/dr-a-v-nageswara-rao
Work-related Stress assessment : an organizational approachStefano Fiaschi
Some issues on practical application of WrS assessment in italian enterprises are pointed out, from the specific point of view of a private-held company dealing with consulting and training on safety at work.
Results from statistical analysis (conducted on a sample of 1.274 workers from 10 companies in Services; Health Care; and Industry sector) are also discussed.
Organisations are witnessing rapid changes in business environment that necessitates businesses to be nimble. Large organisations, given their scale of operations, find it particularly challenging to roll-out changes – especially if the change/s involved constitute a major departure from established and institutionalized procedures. Change Management comes in as an important discipline in this context.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
The Six Sigma Approach for the Development of Accounting Information System P...Hendra Gunawan
The study investigates six sigma approach in manufacturing companies to prove its influence on the development of accounting information systems performance. Total of 80 respondent data from processed questionnaire consist of low management (64%), middle management (38%) and top management (7%). Statistically significant were found for application six sigma and development of accounting information systems performance. The result shows six sigma has significant effect to accounting information system performance. The findings show that companies implement six sigma at high altitudes. Six sigma has criteria such as support and commitment from top management, organizational culture, customer focus, and training. Criteria for support and commitment from top management and organizational culture are not proven to significantly influence the development of accounting information system performance.
Measuring the influence of Internal Service Quality on Health Care Deliveryijtsrd
The objective of this study is to examine the influence of Internal Service Quality at various levels in Organization on Health care Delivery . The research method used in the study is Descriptive and Correlation is used to test the relationship among the variables. The target respondents Population who participated in the study are (N=200) who are the Medical Duty staff in private hospitals around Visakhapatnam, AndhraPradesh,India. A structured Questionnaire of Di Xie(2005) Internal Service Quality was used to investigate its influence on Health care Delivery . The research findings showed that there is significant positive correlation ( r=0.554, p http://www.ijtsrd.com/management/marketing-management/13048/measuring-the-influence-of-internal-service-quality-on-health-care-delivery/dr-a-v-nageswara-rao
Work-related Stress assessment : an organizational approachStefano Fiaschi
Some issues on practical application of WrS assessment in italian enterprises are pointed out, from the specific point of view of a private-held company dealing with consulting and training on safety at work.
Results from statistical analysis (conducted on a sample of 1.274 workers from 10 companies in Services; Health Care; and Industry sector) are also discussed.
Relationship between Quality Management System Adoption and Organization Perf...Premier Publishers
Organizations’ implication of adopting Quality Management System (QMS) and the resistance it generates negatively affects the performance of Higher Education Institutions (HEI). In Kenya between the period 2014 and 2015, HEI had been deprived of quality through a 6% government capitation cut and 28% increase in student numbers, with a 1:500 lecturers to student ratio and a 14.3% of the 28 week, academic year time waste. Studies on the relationship between Quality Management System adoption and organization performance revealed both positive and negative results. Past studies suggest that the relationship may be affected by other factors such as quality performance, innovation performance and organization performance. The purpose of this study is to establish the relationship between Quality Management System adoption and organization performance. Guided by Contingency Theory of organization structure, a correlation research design and a population of 215, management personal was used from 11 public universities in Kenya certified by Kenya Bureau of Standards. The study adopted a census survey with response at 94.4%. Primary data was collected using questionnaires. Qualitative data was analyzed using descriptive statistics such as means, frequency counts and percentages. The study hypothesis indicated that there was no significant correlation between organization performance and Quality Management System adoption; however, an alternative hypothesis was adopted since there was a positive significant correlation between the two variables. The study recommends the universities to maintain quality management systems, or improve them to ensure that they are institutions that offer quality services.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
If inspection is the enemy of improvement, someone's not doing it right.Rami Okasha
What is the relationship between scrutiny and improvement? How can modern forms of scrutiny which focus on outcomes support improvement and innovation in social care? This paper describes some emergent approaches and results in Scotland being pioneered by the Care Inspectorate.
Running Head SERVICE QUALITY IMPROVEMENT .docxtoltonkendal
Running Head: SERVICE QUALITY IMPROVEMENT 1
Service Quality Improvement
Ryan Magana
BUS 642 Business Research Methods & Tools
Ashish Godbole
January 15, 2018
- 1 -
[no notes on this page]
SERVICE QUALITY IMPROVEMENT 2
Service Quality Improvement
Introduction
Service quality management plays critical roles in the general management and the overall
success of the business organizations. Provision of customer-centered services is at the heart of
satisfaction of the business customers which has positive impact on the profitability of the
business enterprise. Due to the current dynamics in the market demands, customers’ tastes and
preferences form the basis under which the provision of services should be anchored on. In other
words, service quality management aims at aligning the organization goals and the satisfaction of
the customers in the long-run profitability and sustainability. Therefore, this research paper will
discuss how business enterprises can put in place measures that help in the enhancement of
quality management systems (Goetsch & Davis , 2014).
Background Information
Quality management is one of the most common organizational philosophy that functions
to promote the long-term success and sustainability of an organization as a result of customer
satisfaction. This is only possible through the establishment of effective quality management
systems as well as processes which are able to continuously improve the quality and economic
values of goods and services provided by the business enterprise (Goetsch & Davis , 2014).
Additionally, the quality management also significantly improve customer experience as far as
the provision of goods and services are concerned. This is particularly important in maintaining
brand loyalty. Similarly, the improvement of customer experience also helps in countering the
impact of stiff competition from the rival firms. Normally, the formation of processes for
successful quality improvement in an enterprise is focused on: continuous improvement,
- 2 -
[no notes on this page]
SERVICE QUALITY IMPROVEMENT 3
managerial involvement, customer satisfaction, measurability and recording of quality, and
organizational support (Goetsch & Davis , 2014).
The Management Dilemma
The most common form of ethical dilemma facing the management of most business
enterprises; is the decision to choose between provision of high quality goods and services and
the incurring increased spending on quality improvements. There has been constant challenge
resulting from spending more on quality improvement such as liquidity cr ...
Running Head INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1 .docxwlynn1
Running Head: INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1
INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 30
MPM357 Project Performance and Quality Assurance
Quality Dimensions
Charles Williams
3/4/2019
Table of Contents
Project outline 4
Purpose of the project 4
Structure of the project 4
Goals and objectives of the project 6
Project deliverables 7
Report about patient’s response 7
Organizational Readiness for Quality Management 7
Organizational quality management program readiness 7
Quality management project readiness 7
Quality Systems Analysis 8
Current Quality system 8
Organizational readiness to incorporate IQRMP 8
Pros and Cons of ISO 9000 8
Pros and cons of Six Sigma 10
Pros and cons of Capability Maturity Model Integration 10
The combination most appropriate for this project 11
Quality dimension and criteria 12
Quality Process Improvement Tools and Techniques 17
Quality Performance Monitoring and Control 23
Management's Role in Quality Management 28
Quality Performance Communication Plan 29
References 30
Project outlinePurpose of the project
The goal of this plan is to establish a coordinated approach that will address the superiority assessment and course enhancement within the Patient Care Section of the Bureau of HIV/AIDS, North Carolina Department of Health. The Patient Care Section is dedicated to ensuring the highest quality of HIV medical care and support services provided to HIV/AIDS clients throughout the state of North Carolina.Structure of the project
Framework: Ryan Act 200 demands that all Ryan White agendas need to create a quality management program. This program will, therefore, support providers in ensuring that supportive services give access and adherence, ensuring adherence to PHS guidelines and lastly ensure that clinical, demographic and consumption information is accessible when monitoring and evaluation of the native endemic are needed.
Legislative requirements of this project are categorized into six themes.
i. Enhanced access
ii. Eminence management
iii. Aptitude improvement
iv. Embattled resources
v. Synchronization and associations
vi. Contribution and collaboration of other agencies.
The state of North Carolina in conjunction with the unit of health has embraced the sterling criteria of organizational brilliance. This criterion was founded on a set of interrelated core values, behaviors and beliefs that are present in accomplishment organizations. The basic framework of quality assurance is based on the Sterling criteria because this criterion is a foundation for integrity key business requirement in a result-oriented context (Kerzner, 2018).
The senior management team in the patients care section is responsible for planning, directing and coordinating health services related to the States HIV programs. The leadership of this team approves and reviews the activities of the plan when they carry out their activities. A committee has been established to evaluate the plan's objectiv.
Leading for Quality in HealthcareDevelopment and Validation.docxsmile790243
Leading for Quality in Healthcare:
Development and Validation of a
Competenqr Model
Andrew Garman, PsyD, MS, CEO, National Center for Healthcare Leadership,
and professor, health systems management. Rush University; and Linda Scribner,
BA, CPHQ, director of quality and clinical outcomes management, Methodist
Dallas Medical Center
E X E C U T I V E S U M M A R Y
Increased attention to healthcare quality and impending changes due to health
reform are calling for healthcare leaders at all levels to strengthen their skills in
leading quality improvement initiatives. To address this need, the National Asso-
ciation for Healthcare Quality spearheaded the development and validation of a
competency model to support healthcare leaders in assessing their strengths and
planning appropriate steps for development. Initial development took place over
the course of several days of meetings by an advisory panel of quality profession-
als. The draft model was then validated via electronic survey of a national sample
of 883 quality professionals. Follow-up analyses indicated that the model was
content valid for each of the target samples and also distinguished differing levels
of job scope and experience. The resulting model contains six domains spanning
three organizational levels.
For more information on the concepts in this article, please contact Dr. Carman
at [email protected] or [email protected]
373
JOURNAL OF HEALTHCARE MANAGEMENT 5 6 : 6 N O V E M B E R / D E G E M B E R 2 0 1 1
I N T R O D U C T I O N
As delivery of high-quality healthcare
continues to grow more complex, so
do the roles of the professionals lead-
ing these efforts. Recent years have seen
increased focus on the leadership ele-
ments ofthe quality professionals' roles;
initiatives such as the Comprehensive
Unit-Based Safety Program (CUSP; Pro-
novost et al. 2005), crew resource man-
agement. Lean Six Sigma, and Malcolm
Baldrige emphasize the key elements
of leadership and management needed
for success (see Carman et al. 2011).
Civen the impending changes associated
with the Affordable Care Act, leaders are
likely to be charged with implementing
these quality improvement initiatives
within a context of increasing emphasis
on resource efficiency. While the oppor-
tunities to improve may be tremendous,
threading the value needle will likely
test the mettle of all leaders of quality
efforts in the years to come.
In preparation for this new era for
the quality professional, the National
Association of Healthcare Quality
(NAHQ) began an initiative to investi-
gate the leadership development needs
ofthe profession. Their efforts yielded
a competency model that is specific to
leadership in quality and holds implica-
tions for professionals across the career
path. Development and validation of
this model are described in the follow-
ing section.
METHOD
Development of the competency model
began in lune 2008. Members ofthe
NAHQ board agreed to serve as the
advisory panel for developing a ...
Effect of Supply Chain Management Practices on Organizational Performance of ...AJHSSR Journal
ABSTRACT: The aim of this study was to determine the effect of supply chain management practices on the
performance of Kenya’s state corporations. The study adopted a descriptive research design. A total of 142
parastatals were targeted from which 15 of them were selected to participate in the study. Purposive sampling
was used to select two senior managers from each of the 15 parastatals. These respondents were selected from
the finance and procurement departments. Questionnaires were used to collect primary data from the state
corporations. Both descriptive and inferential statistics were used in the study. Inferential statistics conducted
were regression analyses. Results indicated that outsourcing practices (p=0.205>0.05) have a negative but
insignificant effect on organizational performance. On the other hand, inventory management practices
(p=0.006<0.05), lean practices (p=0.006<0.05), and strategic supplier relationship management practices
(p=0.001<0.05) all have a positive and significant effect on the performance of state corporations.
KEYWORDS:Outsourcing, Inventory Management Practices, Lean Supply Chain Management Practices,
Strategic Supplier Relationship Practices, Organizational Performance,
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
Knowledge Application and Organizational Sustainability of Oil and Gas Compan...AJHSSR Journal
ABSTRACT: This study examined the relationship between knowledge application and organizational
sustainability of oil and gas companies in Rivers State. The study adopted a cross-sectional survey in its
investigation of the variables. Primary data was generated through structured administered questionnaire. The
population for this study was is made up of the twenty-four registered indigenous oil servicing companies in
Port Harcourt. Since the population is small, this study therefore adopts the entire population of 24 oil and gas
companies in Rivers State as a census. Five (5) managers were selected from each of 24 oil and gas companies
in Rivers State giving a total of 120 respondents. The reliability of the instrument was achieved by the use of the
Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the
Spearman’s Rank Order Correlation Statistics while the partial correlation was used to test the moderating effect
of organizational culture. The tests were carried out at a 0.05 significance level.The hypotheses were tested
using the Spearman rank order correlation Coefficient. The tests were carried out at a 95% confidence interval
and a 0.05 level of significance. The study findings revealed that there is a significant relationship between
enterprise knowledge audit and organizational sustainability of oil and gas companies in Rivers State. The study
concludes that when the investment in enterprise knowledge audit by oil and gas companies in Rivers State
positively enhances organizational sustainability. The study recommends that management of oil and gas
companies should ensure that knowledge delivery and analysis should be in sustainable environment within the
organization.
KEYWORD: Knowledge Application, Organizational Sustainability,
HS410 Unit 6 Quality Management - DiscussionDiscussionThi.docxAlysonDuongtw
HS410 Unit 6: Quality Management - Discussion
Discussion
This is a graded Discussion
. Please refer to the Discussion Board Grading Rubric in Course Home / Grading Rubrics.
Respond to all of the following questions and be sure to respond to two of your other classmates’ postings:
1.
What are the steps in the quality improvement model and how is benchmarking involved?
2. What are the stages in which data quality errors found in a health record most commonly occur?
3. What is the definition of risk management?
4. What are the parts of an effective risk management program?
5. What is utilization review and why is it important in healthcare?
6. What is the process of utilization review?
Please paper should be 400-500 words and in an essay format, strictly on topic, original with real scholar references to support your answers.
NO PHARGIARISM PLEASE!
This is the Chapter reading for this assignment:
Read Chapter 7 in
Today’s Health Information Management
.
INTRODUCTION
Quality health care “means doing the right thing at the right time, in the right way, for the right person, and getting the best possible results.”1 The term quality, by definition, can mean excellence, status, or grade; thus, it can be measured and quantified. The patient, and perhaps the patient's family, may interpret quality health care differently from the way that health care providers interpret it. Therefore, it is important to determine—if possible—what is “right” and what is “wrong” with regard to quality health care. The study and analysis of health care are important to maintain a level of quality that is satisfactory to all parties involved. As a result of the current focus on patient safety, and in an attempt to reduce deaths and complications, providing the best quality health care while maintaining cost controls has become a challenge to all involved. Current quality initiatives are multifaceted and include government-directed, private sectorsupported, and consumer-driven projects.
This chapter explores the historical development of health care quality including a review of the important pioneers and the tools they developed. Their work has been studied, refined, and widely used in a variety of applications related to performance-improvement activities. Risk management is discussed, with emphasis on the importance of coordination with quality activities. The evolution of utilization management is also reviewed, with a focus on its relationship to quality management.
In addition, this chapter explores current trends in data collection and storage, and their application to improvements in quality care and patient safety. Current events are identified that influence and provide direction to legislative support and funding. This chapter also provides multiple tips and tools for both personal and institutional use.
DATA QUALITY
Data quality refers to the high grade, superiority, or excellence of data. Data quality is intertwined with the concept of.
M Heenan_PhD Dissertation Lecture_eHealth Lecture_Engaging Leaders in KPI Sel...Mike Heenan
Presentation of the proliferation of measurement in health care and how organizations should redesign indicator selection processes to engage and motivate managers to improve performance. Presentation to eHealth students based on 2023 PhD dissertation.
1. COMING
TOGETHER
Case studies illustrate
intersections of quality and
sustainability
best practices
by Daniel Zinsmeister
In 50 Words
Or Less
• Although quality initia-
tives have been under-
taken longer than social
responsibility (SR) ones,
there are opportunities
to merge the two.
• A study of 10 enter-
prises—five leaders in
quality and five leaders
in SR—show quality and
sustainability best prac-
tices overlap, reinforcing
that quality tools apply
to SR efforts.
2. August 2015 • QP 27
SOCIAL RESPONSIBILITY
AS RECENTLY AS as 2012, ASQ completed
research on the roles of quality and social responsi-
bility (SR) initiatives in organizational success. This
international study examined the parallels between
the drivers of quality and corporate SR.
According to the report, the links between quality,
customer satisfaction and profitability occur within
quality initiatives. The report further suggests SR ini-
tiatives also may contribute to organizational success
through a broader use of sustainability initiatives:
Quality and SR are complementary strategies for improving the
current and future outcomes of organizations and people. The first
provides a conceptual approach and supporting tools for analyzing
the nature of and behavior of the world. The latter outlines a universal
structure for creating a sustainable future.1
3. QP • www.qualityprogress.com28
The report concludes by discussing the substantial
opportunities inherent in merging the efforts of qual-
ity and sustainability professionals. Furthermore, the
knowledge and skills required to address quality and
sustainability overlap significantly. Could collabora-
tion between quality and sustainability initiatives,
therefore, lead to greater organizational success? The
report suggests a strengthening of the alliances will
require an exchange of information and practices be-
tween quality and sustainability professionals.
Additional research is available to support this ex-
change. In the fall of 2012, ASQ’s Madison (WI) section,
supported a qualitative research project that aimed to
further identify the intersections of quality and sustain-
ability best practices in Wisconsin enterprises. These
best practices focused on planning, organizing and de-
ploying quality and sustainability initiatives.
Descriptive case studies were conducted with 10
major Wisconsin enterprises (see Table 1)—five lead-
ers in the area of quality best practices and five leaders
in sustainability best practices—across five economic
sectors: manufacturing, healthcare, service, education
and government.
Through field studies, the Wisconsin research ex-
amined the extent to which quality and sustainability
best practices are complementary. It described themes
that continue to surface each time quality and sus-
tainability initiatives are examined. The information
shared by leading quality and sustainability organiza-
tions is instructive to any organization on the quality
and sustainability journey.
Study method and results
The Wisconsin study examined the intersections be-
tween quality and sustainability best practices in organiz-
ing, planning and deploying initiatives. The study partner
responses were compiled as anonymous aggregate data.
Data were gathered through four main methods:
1. Leaders were asked closed-ended questions in
four categories. Each study partner answered the
same questions with either the words “quality” or
“sustainability” chosen with respect to the organi-
zation’s initiative. The closed-ended questions were
organized in four categories: optimizing quality
and sustainability in organizational structure and
culture; identifying, implementing and maintaining
quality and sustainability methods in operations; us-
ing quality and sustainability tools and metrics for
decision making; and using quality and sustainabil-
ity processes for performance excellence.
2. Researchers conducted face-to-face interviews with
leaders within each organization.
3. Leaders were asked to rank quality and sustainabil-
ity best practices based on importance to their orga-
nization.
Sustainability study partners Quality study partners
Gundersen Lutheran Health Systems,
La Crosse
St. Mary’s Hospital, Madison
Webcrafters Inc., Madison Springs Window Fashions,
Middleton
City of Oconomowoc, Oconomowoc City of Madison
Northeast Wisconsin Technical College,
Green Bay
University of Wisconsin-Stout,
Menominee
Myron Construction, Appleton Johnson Health Technology,
Cottage Grove
Organizations participating as
study partners in the Wisconsin
case studies / TABLE 1
Best practice categories
Quality
leaders
Sustainability
leaders
Senior management aligns quality and
sustainability with mission, vision and
values to be industry leader
1 2
Strategic planning includes quality and
sustainability as core objectives
2 3
Organization understands customer needs 3 4
Organization structure and culture linked
to policy, training and education on quality
and sustainability
4 1
Operation metrics in energy, water, air,
solid waste and toxicity
5 5
Management deploys systemswide
thinking and employee engagement
6 6
Management of quality and sustainability
uses cycle time, reduced product material,
recyclable content, product take-back, life
cycle assessment and life cycle cost
7 7
Supply chain management and
relationships
8 8
Quality and sustainability best
practice categories: ranking of
importance / TABLE 2
4. August 2015 • QP 29
4. Organizations provided a timeline for quality and
sustainability best practice deployment.
The results of the Wisconsin study can be summa-
rized into these major areas:
• Similar findings from ASQ research and the Wiscon-
sin study.
• Parallels between quality and sustainability best
practices.
• Differences between quality and sustainability best
practices.
• Staging plans to achieve quality or sustainability
best practices (see Figure 1).
Similar findings
When examining the major findings of the 2012 ASQ
report on quality and SR, a number of themes were re-
inforced by the Wisconsin study.
First, both studies found the two most-listed drivers
for organizations deploying SR or sustainability initia-
tives are community involvement and organizational
mission and values. Interestingly, lowering costs and
creating new markets were not highly rated as drivers
for either SR or sustainability initiatives.
Second, an increase in employee engagement was
a benefit of SR, which was echoed in the quality and
sustainability initiatives in Wisconsin.
Third, nearly two-thirds of the organizations sur-
veyed by ASQ developed their own codes and princi-
ples for use in SR initiatives. It was found that all of the
sustainability initiatives in the Wisconsin study also
developed their own best practices.
Finally, positioning SR programs as a business strat-
egy is the most important predictor of organizational
success, according to the ASQ study. This also was evi-
denced in the Wisconsin study for quality and sustain-
ability initiatives.
Parallels in best practices
The Wisconsin study also identified several commonal-
ities between quality and sustainability best practices,
the most significant being senior management playing
a critical role in all of the quality and sustainability ini-
tiatives.
Quality and sustainability initiatives use awards and
recognition programs in their initiative development.
Each quality and sustainability initiative started with
10 to 20% employee engagement and showed a 10 to
20% increase in employee engagement over time. A
SOCIAL RESPONSIBILITY
Staging plans to achieve quality and sustainability
best practices / FIGURE 1
Rethinking, education
and training rated
a high priority for
sustainability
leaders, a medium
priority for
quality leaders.
Supply chain
continuous quality
improvement and
sustainability with
third-party relationships
was not a priority for
quality or sustainability
leaders.
Determining value by
voice of the customer
was ranked very high
by quality partners
and sustainability
leaders in service and
government sectors.
Product planning and
development using
reusable components
ranked low priority
by quality and
sustainability leaders.
Promote best
practices within
industry and
community was
ranked higher
by sustainability
leaders than by
quality leaders.
Growth and expansion
of initiatives was
ranked higher
by sustainability
organizations than by
quality organizations.
Shifting to a pull
marketing system
was ranked lowest
priority by quality
and sustainability
organizations.
Operational
effectiveness for
all participating
organizations
was rated a very
high priority.
Innovation was rated
a medium priority
for quality and
sustainability leaders.
Quality and
sustainability
organizations ranked
standardized metrics
a medium priority.
Evaluate and improve
best practices
was ranked very
high—second only
to operational
effectiveness—
by quality and
sustainability leaders.
5. QP • www.qualityprogress.com30
wide range⎯11 to 75% or greater⎯of employees are in-
volved in ongoing training for quality and sustainability
best practices.
Quality and sustainability initiatives created a com-
mon understanding and common language around best
practices. Both initiatives used return on investment and
benefit-cost analysis as best practice methods. Similar
barriers to deploying best practices in quality and sus-
tainability initiatives occurred when setting priorities for
funding and allocating staff. Cost savings due to reduc-
tion in waste (materials, energy, scrap and excess inven-
tory) from quality and sustainable best practices ranged
1. Optimize structure and culture Quality Sustainability
Commonalities Differences Commonalities Differences
Management: Quality and sustainability
organizations have senior management
support and leadership
Senior management
support
Broad base
deployment
Senior management
support
Project-by-project
deployment
Awards and
recognition programs
Awards and
recognition programs
Communication: Multiple lines of
communication used by quality and
sustainability organizations
Feedback, email,
employee meetings,
training
Education well
established
Feedback, email,
employee meetings,
training
Early stages of
development—
education
especially used
across organization
Training: Established regular
organizationwide training on policy
and goals
11 to 75% or greater
with employees in
ongoing training for
best practices
50 to 75% or greater
in ongoing training for
best practices
Percentage of employee engagement:
Start-up initiative began with part-time or
full-time employees
Started with 10 to 20%
employees or more on
a part-time or full-time
basis
Started with 10 to 20%
employees or more on
a part-time or full-time
basis
Increased number of
employees in best practices
Showed 10 to 20% or
greater increase in
employee engagement
over time
Showed 10 to 20% or
greater increase in
employee involvement
over time
2. Implementing processes and
methods
Quality Sustainability
Differences Differences
Opportunities: Reflects the maturity of
the respective initiatives; quality being
established while sustainability in the
early stages.
Budgeted through established departments
and project teams organizationwide
deployment
Funded by project proposal and project
tested in the organization
Metrics: Quality and sustainability
organizations use metrics at least 50%
and some more than 75% of the time.
Percentage of defined roles reflects a
difference in maturity of initiatives.
Quality leaders have 11 to 50% of employees
in clearly defined roles for best practices
No more than 5% of employees with clearly
defined roles in sustainability best practices
Implementation: In quality and
sustainability initiatives, one best
practice leads to another with one
guiding the next.
Best practices were more often implemented
many at once. Timeframe for establishing
best practices was 12 to 24 months
More likely to implement one best practice
at a time and one could lead to another.
Projects are on a six to 12-month timeframe
to establish best practices
Larger framework used: Quality leaders
indicated a larger quality management
system (QMS) developed because of best
practice success; sustainability leaders
were more likely to adopt their own
sustainability system.
Larger QMS developed because of best
practice success, such as lean Six Sigma,
Malcolm Baldrige National Quality Award, ISO
9000 or a QMS
More likely to establish proprietary
environmental management system. Use
outside industry-sector standards as guide
for goal setting
Best practice intersections by leading quality and
sustainability organizations in Wisconsin / TABLE 3
6. August 2015 • QP 31
3. Strategic decision
making
Quality Sustainability
Commonalities Differences Commonalities Differences
Ability to implement best
practices
26 to 74% had sufficient
knowledge and skills to
implement best practices—
particularly in the
manufacturing sector
26 to 49% had sufficient
knowledge and skills to
implement sustainability
best practices
Decision tools Use return on
investment (ROI),
benefit-cost analysis
Use ROI, benefit-cost
analysis and payback
period
How best practices were
used
Improved brand image,
market share, stakeholder
involvement
Improved stakeholder
involvement, social
responsibility, market share
Short-term objectives:
Percentage of best practices
as tactical projects.
26 to 50% are short-term
tactical projects
10 to 25% of best practices
are short-term tactical
projects
Long-term objectives 26 to 50% are long-term
objectives
50% are long-term
objectives
Most important industry
drivers: for quality/
sustainability best practices
Competition, community
stakeholders, customer
needs and compliance
Community stakeholders,
customer needs, less
emphasis on compliance,
competition
Barriers to best practices Priority of funds,
lack of staff, and
education/training
Priority of funds,
lack of staff
Low ROI
Level of understanding:
Common language
developed around best
practices
Medium level of
understanding and
common language
developed around
quality best practices
Medium-to-high level
of understanding and
common language
developed around
sustainability best
practices
Best practice intersections by leading quality and
sustainability organizations in Wisconsin / TABLE 3 (CONTINUED)
SOCIAL RESPONSIBILITY
from unknown to greater than 25%.
In addition, when quality and sustainability organiza-
tions ranked the importance of eight best practices cat-
egories, uniformity was astonishing (see Table 2, p. 28)
given the fact that the enterprises represented five differ-
ent economic sectors.
Differences in best practices
There also were several differences found between qual-
ity and sustainability best practices in the Wisconsin
study.
First, it’s important to keep in mind that quality ini-
tiatives have been in practice longer than sustainability
initiatives. The quality initiatives surveyed in this study
averaged 11 to 19 years or more of experience. The sus-
tainability initiatives averaged four to 10 years.
Second, quality initiatives budget and deploy best
practices organizationwide, while sustainability initia-
tives budget and deploy project-by-project. Because sus-
tainability initiatives are still in an early stage of devel-
opment, they particularly use education to communicate
best practices across their organizations.
Third, quality initiatives have 11 to 50% of employees
in clearly defined roles for best practices, while sustain-
ability initiatives currently have no more than 5%.
Fourth, many quality best practices are often imple-
mented all at once, while sustainability initiatives are
likely to be implemented one best practice at a time, with
one leading to another.
In addition, larger quality management systems de-
velop because of best practices, while sustainability
initiatives are more likely to establish proprietary best
(Table 3 continues on p. 32)
7. QP • www.qualityprogress.com32
SOCIAL RESPONSIBILITY
4. Performance
improvement and
excellence
Quality Sustainability
Commonalities Differences Commonalities Differences
Cost savings: Due to best
practices, such as reduction
in wastes (materials, energy,
scrap, excess inventory)
Cost savings ranged
from unknown to
25%
Costs savings
ranged from
unknown to 11
to 25%
Internal audit performed On each project
or yearly
On each project
or yearly
Calculated cost of quality/
sustainability
External costs, internal
costs, preventive costs and
appraisal costs
Avoided internal costs and
used preventive costs with
sustainable best practices
Use of benchmarks:
Quality and sustainability
leaders indicated less
than 25% of their best
practices were guided by
other organizations’ best
practices.
Used benchmarks from
outside the organization to
develop best practices at
least 26 to 50% of the time,
sometimes more than 50%
Used benchmarks less than
25% of the time to develop
best practices. Indicated that
25 to 75% of time they develop
in-house best practices from
outside guidelines
Years of experience in
initiatives
11 to 19 years of
experience
Four to 10 years of experience
Improvement: Improved
speed and innovation in
organization
All areas (process
efficiencies, product/service
quality, cost savings and
proactive employees)
Costs savings, employee
engagement and some
improved process efficiencies,
product/service and quality
Best practice intersections by leading quality and
sustainability organizations in Wisconsin / TABLE 3 (CONTINUED)
practices. Quality initiatives have more confidence,
knowledge and skills for best practices than do sustain-
ability initiatives. Sustainability initiatives have more
long-range objectives than do quality initiatives. More-
over, sustainability initiatives are driven less by competi-
tion and compliance.
Finally, quality initiatives use benchmarks from out-
side their organizations to develop best practices, while
sustainability initiatives use in-house best practices
based on outside guidelines. Quality best practices im-
proved speed and innovation in all areas: process ef-
ficiencies, product and service quality, cost savings and
proactive employees. Sustainability initiatives realized
costs savings, increased employee engagement, and led
to some product and service efficiencies (see Table 3, pp.
30-32).
Quality-sustainability partnership
The Wisconsin field studies show quality and sustain-
ability initiatives share many best practices. Quality best
practices have developed a substantial foundation lead-
ing to organizational success, while sustainability best
practices, although early in development, are incremen-
tally serving a greater role in organizations.
Could quality tools and methods support and move
sustainability efforts forward? Absolutely. What will it
require of quality and sustainability professionals? Will
the parallels serve as an invitation to share knowledge,
skills and goals? These are the questions organizations
should explore.
Quality as the mature partner is a great match for
sustainability innovation: There is no need to reinvent
the wheel. The quality toolbox is there, waiting to be
used to help create a universal structure for a sustain-
able future. QP
REFERENCES
1. ASQ and IBM, “Quality and Social Responsibility: A Key Business Strategy for
Enhancing Competitive Position,” 2012, http://bit.ly/1UGhNsk.
DANIEL ZINSMEISTER is a university adjunct at Concor-
dia University in Madison, WI. He has a master’s degree
in quality management from Edgewood College in
Madison. Zinsmeister is a member of ASQ and an ASQ-
certified manager of quality/organizational excellence.
He also is a Leadership in Energy and Environmental
Design (LEED)-accredited professional in operations
and maintenance from the U.S. Green Building Council.