After reviewing Deming’s 14 total quality-management-principles
After reviewing Deming’s 14 total quality-management-principles (Marquis & Huston, p. 555, Display 23.6),
share your top three principles as the nurse administrator for SLMC. Explain your rationale.
Chapter 23 Quality Control 555 margins and a financially healthier organization. The 14 qualitymanagement principles ofTQM as outlined by Deming (1986) are summarized in Display 23.6.The Toyota Production SystemAnother more contemporary, customer-focused QI model is the TPS. TPS is a production systembuilt on the complete elimination of waste and focused on the pursuit of the most efficientproduction method possible (Toyota Motor Company, n.d.). “Toyota members seek tocontinually improve their standard processes and procedures in order to ensure maximumquality, improve efficiency and eliminate waste. This is known as kaizen and is applied to everysphere of the company’s activities” (para 3).Health-care organizations that use TPS would have caregivers not only attempt to directly solveproblems at the time they occur, but it would also have them determine the root cause of theproblem, so that the likelihood of the problem recurring would be minimized. TPS argues thatsolving individual problems this way, one at a time and where, when, and with whom they occur,prevents larger problems. Thus, management decisions are based on a long-term philosophy,even at the expense of short-term financial goals.Implementing TPS, however, is not easy. It usually requires a change in organizational culture,values, and roles since responsibility and accountability for solving problems is so decentralized.In addition, eliminating problems at their root is far different from solving an immediate problemat hand. Thus, adopting TPS in an organization requires a substantial commitment of leadershiptime and resources. It also requires a tremendous amount of staff preparation and involvement.DISPLAY 23.6Total Quality Management Principles1. Create a constancy of purpose for the improvement of products and service. 2. adopt aphilosophy of continual improvement. 3. Focus on improving processes, not on inspection ofproduct. 4. end the practice of awarding business on price alone; instead, minimize total cost byworkingwith a single supplier. 5. Constantly improve every process for planning, production, and service.6. institute job training and retraining. 7. develop the leadership in the organization. 8. drive outfear by encouraging employees to participate actively in the process. 9. Foster interdepartmentalcooperation, and break down barriers between departments.10. eliminate slogans, exhortations, and targets for the workforce. 11. Focus on quality and notjust quantity; eliminate quota systems if they are in place. 12. promote teamwork rather thanindividual accomplishments. eliminate the annual rating or merit system. 13. educate/train
employees to maximize personal development. 14. Charge all employees with carrying out thetQM package.Source: Deming, W. E. (1986). Out of the crisis. Cambridge, MA: MIT Press.LEARNING EXERCISE 23.3Deming’s 14 Total Quality Management Principlesthink back to the organization for which you have worked the longest. How many of deming’s 14principles for tQM are used in that organization? do you believe some of the 14 principles aremore important than others? Why or why not? Could an organization have a successful qualitymanagement program if only some of the principles are used?
Looking for a Similar Assignment? Order now and Get 10% Discount! Use Coupon Code "Newclient"
