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Essay / Research Paper Abstract
A 4 page paper providing a short overview of the development of TQM and its applicability in the hospital setting. Obvious points at which process improvements are beneficial are those related to patient outcome of course, and those responding to medical emergencies must have the freedom to make the choices necessary in situations often highly constrained by time limitations. Patients' family members also are customers, and improving their experiences increase customer satisfaction and perceived quality of care; decreasing waiting time and improving communication constitute apt beginning points for improving quality in the Emergency Room. Bibliography lists 8 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KStqmHospGuam.rtf
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Unformatted sample text from the term paper:
required sources (Pretzer); substituted others. Introduction Deming (1986) demonstrated that continuous improvement is possible and necessary in every organization. Though the U.S.
Naval Hospital, Guam operates in a realm far removed from manufacturing or retail sales, the concepts of Total Quality Management (TQM) directly apply. Development of TQM
TQM was the buzzterm of the 1980s and 1990s, a faddish catch-all palliative in corporate culture that eventually spread to all types of settings. The trend
had begun in the 1980s after US industry had discovered the "secret" of Japanese manufacturing. As increasing numbers of manufacturers, engineers and managers became aware of the program it
became apparent that there was more to TQM than quality circles and Ishikawa diagrams. Rather than being just another initiative with prescribed and numbered steps to achieve a goal,
TQM revealed itself to be as much a management philosophy as a framework for achieving statistical control of manufacturing while increasing quality and simultaneously reducing costs.
TQM eventually came to be applied not only to manufacturing environments but to everything from service business to mother love. It seemed to many to require
quite a leap to effectively apply its principles to service industries, but TQM is as much at home in health care as it is in manufacturing. Bottom-line goals of
TQM are to gain statistical control over processes and reduce variability thereby increasing customer satisfaction, reducing waste and reducing costs. Thus the end result is that quality increases as
operational costs decrease. This concept was the first of W. Edwards Demings (1986), the "father of TQM," 14 Points: "Improve constantly and
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