nW. Edward Deming, PhDnCreate Constancy of Purpose
nAdopt the New Philosophy
nCease Dependence on Mass Inspection
nEnd the Practice of Awarding Business on Price Tag Alone
nConstantly and Forever Improve the System of Production and Service
nInstitute Modern Methods of Training on the Job
nInstitute Modern Methods of Leadership
nDrive Out Fear
nBreak Down Barriers Between Staff Areas/Departments
nEliminate Numerical Goals for the Work Force
nEliminate Work Standards and Numerical Quotas
nRemove Barriers That Hinder the Hourly Worker
nInstitute a Vigorous Program of Education and Self Improvement
nCreate a Structure in Top Management That Will Push Every Day on the Above 13 Points.
n1. Quality Control and Control Sequence;
Joseph Juran, PhD
"the process through which we measure actual quality performance, compare it with standard, and act on the difference.”
i.e. working on sporadic problems or special causes.
2. Quality Improvement and the Breakthrough Sequence;
"Universal Process for Quality Improvement." The steps are:
a. Study the symptoms,
b. Diagnose the causes, and
c. Apply remedies.
i.e. work on chronic problems or common causes
Quality Planning and the Annual Quality Program;
n Project-by-project improvement (selection should be based on return-on-investment “ROI” calculation)
n Institutionalize continual quality improvement
nTop management active involvement
Fitness for use… is determined by a product's design; the degree to which the product conforms to the specifications of that design; the product's availability, reliability, and maintainability; and the field service that accompanies the product.
This is done through a spiral of activities that would constitute…”The Quality Discipline
nPhilip B. Crosby, PhD
Absolutes of Quality
1.The definition of quality is conformance to requirements
2.The system for causing quality is prevention
3.The performance standard is zero defects
4.The measurement of quality is the price of nonconformance
nCrosby’s characteristics of quality determined organizations…
1.Quality improvement is an ongoing, everlasting process.
2.Quality education and philosophy begin at the top of the organization.
3.Quality control departments believe in zero defects.
4.Quality training materials and instruction must be excellent.
5.Management is patient and never decreases effort or enthusiasm for quality improvement.
nQuality Improvement Team
nCost of Quality Evaluation
nZero Defects Planning
nZero Defects Day
nError Cause Removal
nDo It Over Again
nDon Berwick’s 11 aims
nreduce unnecessary surgery, admissions, and test
nreduce underlying root causes of illness (e.g. smoking)
nreduce c-sections to pre-1980 levels
nreduce unwanted care at the end of life
nsimplify pharmaceutical use
nincrease patient participation in decision making
ndecrease waiting times
nreducing supply inventories
nrecording useful information only once
nconsolidating and rationalizing high-tech services
nThe Japanese approach to Quality..
Quality is uniformity around the target;
n on-going process of reducing variability and tightening frequency distributions
ndeveloping and sustaining a habit of improvement and working toward perfection
nquality cost analysis is used to select quality improvement projects.
Y. Tsuda suggests a management hierarchy on quality responsibilities:
nTop management…breakthroughs and some routine Quality improvement (QI) resp.
nMiddle management…QI with some breakthrough and Q maintenance resp.
nLine workers…Q maintenance and some QI
Seven Habits of Highly Effective People
1.Be proactive; vision
2.Begin with the end in mind; leadership
3.Put 1st thing 1st;management
4.Think win/win; interpersonal leadership
5.Seek 1st to understand , then to be understood; empathic communication
6.Synergy; creative cooperation
7.Sharpen the saw; balanced self-renewal, your image back to the others; self security
nOther quality guru’s
nShigeo Shingo; Just-in-Time (JIT) theory of inventory control
nGenichi Taguchi, with his mathematical approach to engineering and avoiding loss
nTom Peters; author of In Search of Excellence and A Passion for Excellence
nQualityPrinciples - in general
nProcess Oriented Improvement
nA Process not a Program
nAppraisal and Recognition
nEducation and Training
nThe Quality Philosophy
Questions to ask yourself:
nWhere am I?
nWhere should I be to meet my customer’s requirements?
nHow will I get there?
ntwo more questions…
nAm I better today than yesterday?
nCan I be better tomorrow than today
nThe Quality Challenge
If you want one year of prosperity grow grain
If you want 10 years of prosperity grow trees
If you want 100 years of prosperity grow people
nAFLC’s Training Manual
nDeming’s Out of the Crisis
nJuran’sQuality Control and Productivity
nCrosby’s Quality is Freeمنقول
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|Quality Management in Radiology Department||نواف العطوي||ملتقى التصوير الطبي ( الأشعة )||3||05-12-2011 06:10 PM|
|Leadership & Quality chapters||تحسين الآداء||ملتقى الجودة وسلامة المرضى||1||05-09-2011 03:19 AM|
|Planning Quality in Organizations||الكفاح||ملتقى الجودة وسلامة المرضى||3||02-18-2011 08:21 PM|
|Quantitative Issues in Healthcare Quality||تحسين الآداء||ملتقى الجودة وسلامة المرضى||0||02-17-2011 04:04 PM|
|2nd International Quality Symposium||campy||ملتقى الدورات والمحاضرات والندوات الطبية||0||09-22-2010 06:14 PM|
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