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Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
1 (a) WHY MEASURE CUSTOMER ASSESSMENT OF QUALITY AT ARNOLD
PAL...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
status quo, where the hospital is at that moment
as regards qu...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
becomes a continuous exercise, as part of the
culture and not ...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
process by ensuring that they are involved,
empowered to come ...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
top management to the lowest level of the
hospital’s organizat...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
conducts the Audits
USE OF AUTOMATED TOOLS Use of automated to...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
EMPOWERMENT From the grassroots level, employees are
empowered...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
beyond their expiry date and save on storage
costs and other i...
Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15)
2 (a) SCATTER DIAGRAM OF TURNOVER AND NUMBER OF DEFECTIVE
Ther...
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How to build a culture of quality in Arnold palmer Hospital - Case Study

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This is an essay as part of course work in an Operations Management Module in pursuit of the award of a Master of Business Administration

How to build a culture of quality in Arnold palmer Hospital - Case Study

  1. 1. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) 1 (a) WHY MEASURE CUSTOMER ASSESSMENT OF QUALITY AT ARNOLD PALMER A quality management system needs to identify and satisfy a customer’s needs. Organizations exist because of customers. Without customers, an organization will cease to exist. This is why, value creation and delivery needs to be customer centered. Before designing a product or service, there is need for a customer survey to establish their needs and expectations. Customer satisfaction therefore depends on the customers’ perception of how a product or service meets their needs. It is imperative to measure patients’ assessment of Arnold Palmer Hospital’s quality for its success and existence as an organization, since it is the needs of the patients and their and expectations families as customers that the operations, activities and resources of the hospital have to be integrated and coordinated to meet satisfactorily As customers whose needs and expectations the services of Arnold Palmer Hospital need to satisfy, patients are qualified to judge the quality of Arnold Palmer Hospital. They are the same people they had or have to go to when designing the services to assess their needs and expectations. Customer feedback therefore serves to establish gaps that may exist between the actual level of quality delivered and the expected level of quality being delivered which will depend on a customers’ level of knowledge of the industry as well as experiences giving the hospital an opportunity to come up with strategies to address the gaps accordingly. 1 (b) HOW TO BUILD A QUALITY CULTURE Building a quality culture within an organization is no easy task as an organization is always made up of different individuals with different personalities, attitudes, beliefs and levels of knowledge with different personal needs and goals. However there are ingredients for building a strong quality culture within an organisation which entail initiating quality, quality commitment by management, capabilities and maturity, motivation of members, Institutionalisation of quality culture and the use of automated tools. Therefore I would use these tools to build a quality culture within Arnold Palmer Hospital INITIATE QUALITY With the aid of a gap analysis to establishe the
  2. 2. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) status quo, where the hospital is at that moment as regards quality management, then come up with where I would like it to be and what needs to be done to get the hospital where I would like to be within a specific period. Generally, there would be some good practices regarding quality management within the hospital which would need to be maintained, others dropped, changed or modified and new ones adopted. The next step would be to come up with a plan to implement the changes throughout all the hospital’s operations and activities of quality standards. The plan would need to be aligned with the hospital’s strategy, mission, vision, resources and of course policy. This plan would be implemented through the adoption of any one or combination of some of the available quality management models like ISO, benchmarking, six Sigma, continuous improvement and employee empowerment. QUALITY COMMITMENT Since senior management allocates resources and the implementation of quality management incurs costs of its own, senior management will have to be committed, support and lead in the implementation of quality management at all cost. This will ensure that quality management and continuous improvement
  3. 3. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) becomes a continuous exercise, as part of the culture and not just a costly, ineffective one off exercise within the hospital CAPABILITIES AND MATURITY The hospital will need to have people within or outsource people who have the skills, knowledge and the right attitudes towards quality, who can carry out the necessary activities and processes to achieve and implement a quality management culture, thus people with the necessary capabilities and maturity to implement tota quality management. As such there will be a need for organistaional wide training, from janitors, nurses, doctors to administrators within the hospital so that the people have the basic knowledge, understanding, right attitude and maturity as well as that they are convinced about the vital nature of quality management in all their activities within the hospital. MOTIVATION Building a quality culture within Arnold Palmer hospital as with any other organisation will be a change process. And as with any change process, there is bound to be resistance from some quarters hindering the process. There will therefore be a need for motivating the members within the organisation towards adopting and participating in the change
  4. 4. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) process by ensuring that they are involved, empowered to come up with suggestions on how best to carry out the process within their sections and activities and are given the necessary and adequate resources such as information as well as materials and equipment. They will need to be empowered to identify problems with the systems within their responsible areas without fear of reprimand and encouraged to come up with solutions as they are the ones closest to the situation know it better. However, they will not have to be left to themselves but supervised and organized by the quality management leaders. INSTITUTIONALISATION There will be need to ensure that quality management is really imbedded throughout the entire hospital as an organisation. This will be achieved by ensuring team work across and between structures and functions as well as within functions. Ensuring that there is continuous training and learning through the sharing of ideas and knowledge, group discussions, creation of quality awareness forums and seeing to it that there is quality management team building that is also contributing to the motivation of the individual members working in the hospital. The quality management group or quality cycle will need to supervise the adoption of the quality models throughout the hospital from
  5. 5. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) top management to the lowest level of the hospital’s organizational structure, ensuring that information is flowing in all directions; across organizational structures, within and between organizational functions. USE OF AUTOMATED TOOLS A quality focus group, a cross - functional team, will be needed help spread knowledge throughout the hospital. They will perform the vital job of ensuring organization - wide coordination of quality management efforts especially in information and knowledge sharing, fostering involvement of every member of the hospital as an organisation. This goes a long way in building a quality culture as seamless knowledge and information sharing is at the heart culture. These focus groups will need to work closely with quality groups to track and coordinate activities Below are examples of some of the focus groups that could be created within Arnold Palmer hospital: 1. Process Improvement Teams 2. Process Review Team 3. Technology Improvement Teams 4. Knowledge Transfer Team 5. Quality Assurance Team (who
  6. 6. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) conducts the Audits USE OF AUTOMATED TOOLS Use of automated tools coupled with personnel adequately trained in their use and motivated enough to be dedicated to their job will aid in continuous innovation, effectiveness, efficiency, and consistent delivery of quality. Automation will reduce, to greater extent, human errors associated with quality costs. Automated tools includes automated and or computerized machines such as state of the art laboratory equipment integrated with software applications for strategic information management in terms of keeping patient treatment and progress records for example, tracking drugs and equipment inventories or tracking the processing of patients through the various work stations as well as information sharing, storage and analysis. 1 (c)QUALITY AND CONTINOUS IMPROVEMENT TOOLS TECHNIGQUES AT ARNOLD PALMER HOSPITAL PDCA MODEL/KAIZEN As in any job, they will plan, implement the plan and check progress through customer surveys, other quality measurement tools within the hospital, as well as having staff from the grassroots level, see a problem and develop ways to track performance
  7. 7. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) EMPOWERMENT From the grassroots level, employees are empowered to see problems and develop ways to track performance. Employees are also empowered to award gifts in value up to $200 to patients who find reason to complain about any element of the hospital’s service. BENCHMARKING It participates in a national benchmarking comparison against other hospitals where it scores in the top 10% in the overall patient satisfaction. SIX SIGMA It uses some of the seven tools of six sigma, pareto charts, flow charts and process charts. Though not clearly stated, it should be using cause and effect diagrams as well, one way or the other, because there is always a cause for every ailment, the ailment itself being an effect, which may have other far reaching effects too. JUST IN TIME Although it may not be stated clearly in the case study, it should be applying Just in Time. Patients should be attended to at each duty station as they arrive and discharged when they are supposed to be to save on space as well as have adeuate space and other reources for other patients. Likewise, drugs and other materials should be available when needed in th right quantities to ensure customer satisfaction as well as avoid wastage from drugs going
  8. 8. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) beyond their expiry date and save on storage costs and other inventory related costs. 2 (d) Machine Man Management Money Material Inventory Procurement Storage Cash flow Budgeting Accessibility Policies Resource Allocation Structure Recruitment Training Motivation Supervision Reliability Integration Layout Defective Shipments Maintenance
  9. 9. Kondwani H.M.Banda: M.B.A. O.P.M., AssignmentNo.3(22/07/15) 2 (a) SCATTER DIAGRAM OF TURNOVER AND NUMBER OF DEFECTIVE There is a partial positive correlation between the turnover and number of defective shipments. This means turnovers are contributing to defective shipments with defective shipments increasing as turnover increases too. Therefore addressing the turnover problem, making sure that employees are motivated to stay longer with the company, be trained and specialize in their areas, might help in reducing the number of defective shipments. 2 (b) SCATTER DIAGRAM OF TOTAL NUMBER OF SHIPMENTS AND NUMBER OF DEFECTIVE SHIPMENTS There is a partial positive correlation between the total number of shipments and the number of defective shipments. The more shipments are done in a week, the more defective shipments are likely to occur. 2 (c ) PARETO CHART FOR THE TYPE OF DEFECTS THAT OCCUR Incorrect truckloads and incorrect bill of lading contribute over seventy percent of the defective shipments. These two problems relate to issues with manpower and information handling. There is need to looking into the staffing issues and information processing systems within the company. Based on the pareto chart, this should be able to address the problem of defective shipments to a large extent.
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This is an essay as part of course work in an Operations Management Module in pursuit of the award of a Master of Business Administration

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