american society for quality quality 101 michael hagan, d.o., mhsa, cmq director of quality...

AMERICAN SOCIETY FOR QUALITY

QUALITY 101

Michael Hagan, D.O., MHSA, CMQ

Director of Quality Improvement

Gift of Life Michigan1

MODULE 6

QUALITY

DEPLOYMENT

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© 2001 ASQAll rights reserved.ASQ IL2-3

Module 6: Quality Deployment

Culture Strategy

PlanFunction

Quality Elements

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A. QUALITY CULTURE

• Leadership• Quality Management• Organizational learning• Code of Ethics• Employee empowerment

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© 2001 ASQAll rights reserved.ASQ IL2-5

Quality Culture Exhibits . . .

Leadership. Quality

management. Organizational

learning. Code of ethics. Employee

empowerment.

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LEADERSHIP

• Must have total buy-in• Personal commitment• Model for support of quality• Active involvement

• See Model QI Plan

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QUALITY MANAGEMENT

• Reduce barriers to change• Traditional thinking• Fire fighting• Impeded communication• Impeded learning• Lack of pride

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ORGANIZATIONAL LEARNING

• Time beyond one person• Vertical sharing• Horizontal sharing• External sharing• Geographic sharing

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CODE OF ETHICS

• Fundamentals: honesty, safety• Public: honest, public welfare• Employers: faithful agent• Clients: confidentiality, adverse• Peers: fair, proper credit

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EMP EMPOWERMENT

• Authority to decide• Authority to act• Within stated bounds• Without prior approval

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EMPOWERMENT BENEFITS

• Improved customer satisfaction• Efficient cost savings• Good attitudes• Good behaviors

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EMPOWERMENT BARRIERS

• Lack of clear commitment• Structural barriers• Failure to define empowerment• Lack of appropriate incentives• Lack of implementation plan• Inability to change

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• We can’t control the wind

• But we can set the sails

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B. QUALITY STRATEGY

• Vision statement• Mission statement• Goals• Objectives

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© 2001 ASQAll rights reserved.ASQ IL2-21

Quality Strategy

V isio n

V ision d ic ta tes m ission .

M ission d ic ta tes goa ls.

G oa ls d ic ta te ob jec tives.

S oc ie ty su p p orts or re jec tsv ision .

M ission su p p orts v ision .

G oa ls su p p ort m ission an dv ision .

O b jectives su p p ort goa ls,m ission , an d v ision .

M issio n

G o a ls

O b jec tiv es

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VISION STATEMENT

• Where do we want to go?• What do we want to be?• Vision is a dream• Dream is possible• Short, goal directed• See Model QI Plan

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VISION

• To be the most effective and efficient service recovery agency for deceased anatomical gifts, with a strong link to all Michigan hospitals and transplant programs

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Mission Statement

• Who are we?• Includes the organization• Includes its customers• MYOPO: Waiting recipients

Transplant hospitals

Donor hospitals

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MISSION

• To improve the quality of life for Michigan citizens through superior transplant services, and to increase public and professional understanding and participation in organ donation and transplantation

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GOALS

• How do we get there?• The means to begin to close the gap

between the mission and the vision• Describes the endpoint• But not the specific plan

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OBJECTIVES

• How do we get there?• Quantitative statements• Future expectations• Deadline for completion

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C. QUALITY PLAN

• Document of• Specific quality practices• Resources and activities• For a particular product• Service or Contract

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QUALITY PLAN

• Detailed instructions• To meet goals and objectives• Usually management develops it• Provides for resources• All employees execute it

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QUALITY PLAN

Please see the

MYOPO QI plan

On Quality Council Sharepoint site

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© 2001 ASQAll rights reserved.ASQ IL2-31

Sample Planning MethodologyFeigenbaum: Asks questions related to quality. Classifies quality characteristics. Provides plan information to the

organization. Communicates quality values to

customers. Measures customer satisfaction.

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FEIGENBAUM

• Who• What• When • Where • How

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• Quality characteristics:

critical, major, minor , incidental• Info: reports, procedures, audit• Communicate quality to customer• Get customer feedback

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QUALITY ASSESSMENT

• Self evaluation• Organizational assessment• Customer survey• Benchmarking

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D. QUALITY FUNCTION

• Entire collection of activities through which an organization achieves fitness for use, no matter where these activities are performed

• Systems focused environment

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QUALITY DEPARTMENTS

• Quality improvement• Quality assurance• Document control• Product safety • Team consulting• Training and education

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CHANGE

IS INEVITABLETHOSE WHO

CANNOTMANAGE

CHANGE

WILL

VANISH

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DEMING

QUALITY IS

REDUCING

VARIATION

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