3 planning for quality part i

Dr. A. Hany Hassanain, PhD.

The standard measures are the measures

that are acceptable universally in hospitals

and they reflect parameters that are not

allowed to be broken, if the hospital is to

be accredited by a TQM authority.

The standard measure

How far is the hospital from the standard measure?

Is it a must that the hospital apply the standard measures?

What is the time needed to reach these standard measures ?

BRAIN STORM to know how to start – see next slide

The aim:

To have a vision that serve as a guide and frame work for the mission and objectives

To carry the hospital to the future one should know where the hospital stands now (in its environment and its ability and capability)

Ability = having and means

Capability = having the means and the will

To know who are we and where we stand

Our ability

How can we turn ability into capability

Environmental Opportunities and Threats Profile

Social environment O & T

Political Environment O & T

Economic Environment O & T

Legal Environment O & T

Biological Environment O & T

Industrial Environment O & T

Internal assessment of the hospital

Strength Opportunities

Weakness Threats

ETOP + SWOT

Formulating vision is the first step of planning

It is an abstract statement that puts the framework for unifying and integrating actions of workers

It gives the reason of the existence

For quality Why does the Hospital apply

quality? What does the hospital do to apply it?

The vision should be understood by all workers

It is formulated by top management

It is either choosing one or more theories or applying the suitable theory for the situation

It is not timed fixed for a long period or

the top management changes it after a while

Changing the vision means changing the strategic

planning

The mission is an action

There are at least three missions – Long term mission – medium term mission and short term mission for the different types of planning

Other missions may be local mission, regional mission and national mission

All missions Long term national mission

Effective utilization of all resources

It is the main objective

Timed

All objectives Mission

It is the reference to articulate objectives not to duplicate them and not to make them contradictory

Actions taken by the organization to achieve the mission

S specific

M Measurable

A Achievable

R Reasonable

T Timed

Do ETOP, SWOT then formulate a vision and a mission for applying quality measures in your hospital or department

Have a break

for 20 m

It must be formulated from a corporate rather than from a personal perspective.

It must paradoxically not only be formulated to remain intact for long periods but also be flexible enough to allow modification and redirection as needed.

Organizational strategic awareness should be present. This awareness leads to learning from the outcome of the past strategic decisions.

The modern rate of change and growth

of knowledge is so great that flexible

strategic planning is the only way to

anticipate future problems and

opportunities.

As the modern rate of change is so fast that flexibility of strategic planning is desperately needed to accommodate modernization and sophistication

Why don’t we change strategic planning at short intervals instead of formulating flexible strategies

They are the logical references point for deciding which alternative is the best.

How does the hospital implement strategies and planning?

Vision Mission Long Term

Mission

Mid-term Mission

Short Term Mission

Mission Objectives Actions

Arranged logically

Time Sum of

time needed for all

actions

From – To

O1 A1a, A1b, A1c

days Dates

O2 A2a, A2b, A2c

O3

O4

Duplication of action are to be solved to be done once

Start with the earliest action

Arrange all actions together

Actions Starting day Time End day

A2a Date: - / - / days Date: - / - /-

A1a

A3a

A2b

To evaluate strategy, the following questions should be asked:

Is it internally consistent with the capabilities of

the organization? (Realistic?)

Does it involve an acceptable level of risk?

(Safety?)

Does the organization have adequate resources?

(Budget?)

Is it consistent with environmental opportunities

and threats? (Integrity with the Environment?)

Is it the best use of firm’s resources? (Optimum Allocation?)

Does it support strengths and treat weakness of the

organization? (Beneficial?)

Is it flexible enough to meet changes? (Flexibility?)

Does it answer the question of confronting an

unpredictable catastrophe? (Surviving?)

Is it suitable to be a base for future strategies?

(Futuristic?)

Is there a clear picture of the organization at the end

of the strategy? (Vision?)

It should be realistic, safe, within the

budget, integrated with the environment,

optimum utilization oriented, beneficial,

flexible, and surviving in emergencies,

futuristic and with a vision.

Evaluation should lead to either keeping the same mission or formulating another one.

The plan should be revised at certain intervals devised according to the external environment and internal capabilities.

It may be needed or it may be not needed

Committees

Teamwork concepts (Essential for TQM)

Coordination

Planning for the 5 Ms and 4 Ps with quality

Planning for a polyclinic

Planning for a hospital

So please study this lecture carefully and brainstorm yourself in these 3 subjects while

studying

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