A healthcare provider manages 5,000 employees across 25 locations in the country. The organisation has a respectable turnaround for nearly two decades. Yet in order to increase that margins further, managers wanted to implement improvements across all the functions. Patient satisfaction being the single-most important aspect, the organisation engaged in a renewed campaign of TQM. The organisation chose to adopt a ‘plan-do-check-act’ cycle with the intention of reducing longer patient waiting times and complaints.
A healthcare provider manages 5,000 employees across 25 locations in the country. The organisation has a respectable turnaround for nearly two decades. Yet in order to increase that margins further, managers wanted to implement improvements across all the functions. Patient satisfaction being the single-most important aspect, the organisation engaged in a renewed campaign of TQM. The organisation chose to adopt a ‘plan-do-check-act’ cycle with the intention of reducing longer patient waiting times and complaints.
The organisation decided to ensure all new employees understood this quality culture from the onset. At orientation, staff now receive a crash course in the company’s performance excellence framework – a management system that organises the firm’s processes into five key areas: quality, customer service, people and workplace, growth and financial performance. As employees rise through the ranks, the emphasis on improvement follows, so managers can operate within the company’s tight-loose-tight process management style.
After creating benchmark goals for employees to achieve at all levels – including better engagement at the point of delivery, increasing clinical communication and identifying and prioritising service opportunities the organisation was able to thrive. The number of repeat customers at the organisation improved, and its market share grew substantially. The firm’s revenues doubled after implementing the quality improvement strategies.
-How has the organisation implemented the Deming’s 14 points for management? (Make assumptions as required) (Answer in 300 words)
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