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TQM
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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
Did you get Bored? Yes / no
Did you find the discussion valuable? Yes / no
Did the find the workshop valuable Yes / no
Rank the lecture from 1 worst to 10 best = ? / 10