Quality Management in Healthcare Facilities - Case Study Example

Operations Management The Organization A is a manufacturing entity while the Organization B is a hospital. Both are having inconsistencies within their ranks as far as quality control mechanisms are concerned. Organization A does not live up to the consistent demands of the customers since it cannot come to terms with their changing specifications which are mere needs at the end of the day. This is so happening because Organization A has not tried to up its organizational claims over a period of time and it has remained shelved in its own domains. What is advisable for Organization A is to endeavor consistently into newer patterns and explore the possibilities that the customers could go for. What this will do is to provide Organization A the right platform as far as completing its job is concerned. First in this paper, we will discuss the problems associated with Organization A as well as the strategies that it can undertake in the anomaly that it has run under. (Cavaness, 1993) Later on within this paper, we will explore the very same for Organization B. Now starting with Organization A, we find that this manufacturing unit is meeting the needs of the customers only when the customers are pushing the manufacturing organization time and again. There is an element of ‘moving forward’ on the part of the Organization A which suggests that the proactive attitude seems to be missing from the mix. What Organization A can do in such a situation is to think on its feet and consistently make amends so that the specifications no matter how difficult are put forward by the client, are met in a timely and diligent manner by the Organization A. This requires authority of purpose and self belief holds the key for such an undertaking as this would open alternate ways in order to reach the goal – which at the end of the day is to satisfy the customers and bring them the much needed product specifications and sub-parts on a continuous basis. (Buehler, 1991) The manufacturing organization is falling short on the desired expectations since it has not yet understood the requirements which the customers have with the organization. It is also a significant reason that the Organization A does not have enough faith in its own capabilities and capacities and for this it needs to understand its own business philosophy before it advocates the same to the customers through the meeting up of demands and product specifications and changes. There is a lot of learning on the part of the manufacturing organization since it has to consistently meet the demands, needs and requirements of the customers who are varied and dispersed in different geographical locations and hence their demands seem to be different all the time. The organization needs to comprehend the fact that the trust which the customers have placed in Organization A is something to write home about and this must not be discarded off by the manufacturing organization itself as it has to continuously monitor its relationship with the customers and build the trust and relationship over a long and consistent period of time. (Pearson, 2003) Quality management is a pertinent aspect that comes under the building up of trust and credibility regimes when seen in the contexts of the customers and the company. In this company, which indeed is a manufacturing unit, the need is to ascertain as to how quality could be upped to a fair enough extent and as to how the same could be maintained for longer periods of time. Quality is a significant issue of the working methodologies of any organization and for a company which believes in producing manufacturing items, this indeed is a subject that holds extreme importance. Maintaining quality over consistent periods could work to the advantage of Organization A since its customers would know who to contact under pressure situations as well as the times under which there are no constraints at all. (Reddy, 1994) This will build a sense of loyalty with the Organization A as far as the customers are concerned since they will connect with the products of the Organization A without even thinking twice. This means that the brand loyalty with Organization A would speak for its own self and build upon the premise of repeat sales and the customers would turn into repeat customers. This eventually harnesses the business which is being run under the ranks of the Organization A by all means and counts. The strategies which might be adopted by Organization A under such a situation include making proactive decisions which are geared towards building customer loyalty and retention over a consistent period of time. What this will do is to have repeat customers time and again and thus build confidence and trust with the customers. Organization A must limit itself to creativity and exploring new sub-fields which will enable it to grow in an exponential manner. Organization A must learn to break new grounds, find out opportunities which bring in more business and eventually customers for it as well as play a key role at becoming the top player within the related manufacturing industry. For this to happen, a sense of understanding needs to be had on the part of the top management or decision makers which are there in the manufacturing organization so that the end result is one which will bring in instant dividends for the organization at all possible times. (Gips, 1998) The outcomes of these strategies would be positive since the customers would know beforehand that the Organization A is making giant strides as concerns to innovation and finding out ways in order to meet their needs in the most effective and efficient manner that there could be possible. Organization A needs to get its act together and be a little more sedate at handling things since it has to understand the psyche of the customers as well as its own business and thus attempt at building a solid bridge between the two. The end result would be one that will bring benefits for all and sundry. One should believe that the Organization B is on the right platform and is taking all the correct steps as far as quality control of individuals is concerned. But then again there are some aspects which need to be addressed on a consistent basis when one speaks of the quality maintenance levels. This quality is in essence amongst the working regimes of the workforce which is present within the hospital and trying its utmost to make a significant difference. (John, 2003) The staff needs to be dedicated and devoted not only towards their work at all possible times but also in terms of their motivation levels. (Preece, 2002) It would be absolutely in line with the hospital’s mission and vision statements if the staff tries its best to counter the problems that come in their way and try their best to deliver in the toughest of circumstances. Healthcare regimes need to be upgraded and brought to a certain level where they have no parallels. Health is indeed the first and foremost concern of Organization B and it must ensure that its customers which are the patients are given the best possible facilities and treatment no matter how tough or trying the circumstances are. These regimes need to be proactive in nature which means that the vision of having the related healthcare systems within the medical departments and hospitals should be an ongoing activity rather a one step, reactionary move which usually happens from time to time, usually due to one calamity or a catastrophe that hits the particular region within any nation. It has been seen time and again that certain patients who are either undergoing severe treatment or are put under a specific test show diverse and at times, similar kinds of attitudes that are related with their intake of the prescribed medicines. This issue crops up because of their ever-present and prevalent reservations about taking the same. (Johnson, 1995) Medical staff and particularly the nurses have to face a dilemma whenever they have to deal with any such patient. When one speaks of the Organization B, there is a general notion in the recovery community, which says that if one takes a particular medication and is far away from drinking and stuff like the same, he cannot possibly be bracketed in the category of sober individuals. This is a very irrational approach to say the least, starting from adopting a line of action, which strictly follows the doctor’s orders. It also does not take into account the worthiness and value of human life that is protected by these very medications, thus making all the more significant on a patient’s part to desist from showing his exorbitant attitude and rather follow the medication thus advised. This would not only interest the patient in the long run from the recovery viewpoint but also benefit the nursing department, as it would show the latter’s total commitment towards their patients. This indeed is a two-way beneficial approach and must definitely be encouraged rather than making faces on seeing a particular brand of medicine or a tonic for that matter. In fact, as long as medications are taken exactly and in the order these are defined by the doctors concerned plus with the purpose they are intended, they should not threaten ones sobriety. The motivation for changing the single track attitude is very necessary as this goes a long way in establishing a solid relationship with the Organization B which feels more inclined in helping out the patient under medication. On the other hand, ceasing to take the advised medication might not lead a patient towards further deterioration, health-wise but also create a sense of rift between the doctors, nurses and the patient himself. This last step seems to benefit no one at all. The assessment of one’s medication knowledge, his behaviors leading to its timely provision as well as the attitudes that are produced as a result of it reflect the overall temperament and bearing of a person’s hold on his medication. (Kaldenberg, 1995) Employees and staff within the medical settings need to be overtly motivated at all times since it is their support and encouragement which holds they key for the rehabilitation regimes of the patients which make the rounds of the hospital. There has to be a notion of self-belief and motivation when it comes to dealing with patients. The workforce must act strongly when it is dealing with the differing cases of the patients since owe the patients moral support and the much needed confidence that has to be instilled within the patients and their immediate family members. Thus the role of the related workforce is to understand its duties and follow the same to the end limits so that the whole hospital setting could benefit as a result of the same and that there are no losers under this perspective at all. The strategies which could be adopted under such circumstances include continuously monitoring the performance levels and work ethics of the hospital staff so that it does not stray from its set course of action and also the encouragement factor has to remain the key all this while. This could be had if the employees and staff within such a setting are better compensated for their jobs and when they know that they are being rewarded in a much more productive way, this would surely mean that their work regimes would improve as a result and their overall quality would get bolstered nonetheless. (Crumbley, 2004) Thus these strategies would also undertake measures of continuous check and balance since a hospital is concerned with the lives of the people and there could be no compromise on having any form of risks when it comes to dealing with human lives. This is a significant aspect which needs to be thoroughly monitored as it could be the vital line between the good and the ugly, when it comes to the hospital settings and related regimes. All said and done, Organization B would really benefit manifolds if the quality management levels are envisaged right from the very beginning and are reinforced back and forth. Bibliography BUEHLER, Vernon M. (1991). The Quest for Competitiveness: Lessons from Americas Productivity and Quality Leaders. Quorum Books CAVANESS, Joseph P. (1993). Building Quality into Services. SAM Advanced Management Journal, Vol. 58 CRUMBLEY, James R. (2004). Diagnosis Security: How One Hospital Assessed and Improved Its Physical Security and Loss Prevention Programs While It Upgraded Its Supply Chain Controls. Security Management, Vol. 48 GIPS, Michael A. (1998). Assessing Trends in Access Control. Security Management, Vol. 42 JOHN, Joby. (2003). Fundamentals of Customer-Focused Management: Competing through Service. Praeger JOHNSON, James A. (1995). The Success Paradigm: Creating Organizational Effectiveness through Quality and Strategy. Quorum Books KALDENBERG, Dennis O. (1995). Total Quality Management Practices and Business Outcomes: Evidence from Dental Practices. Journal of Small Business Management, Vol. 33 PEARSON, J. Michael. (2003). Manage Your Customers Perception of Quality. Review of Business, Vol. 24 PREECE, David. (2002). Understanding, Managing and Implementing Quality: Frameworks, Techniques and Cases. Routledge REDDY, Allan C. (1994). Total Quality Marketing: The Key to Regaining Market Shares. Quorum Books Word Count: 2,040 Read More