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Institutionalise Quality: LT Col (DR) K Kamalakar

The document discusses institutionalizing quality within an organization. It outlines key aspects of an organization that must be addressed, including leadership, strategy, customers, monitoring and analysis, human resources, and operations. It emphasizes the importance of taking a systems perspective and managing all organizational processes as an interconnected whole. Processes should be consistently effective, address organizational needs, and lead to good results and continuous learning/improvement. Quality is institutionalized by assessing processes and results, identifying strengths and opportunities, and creating improvement cycles.

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Kamalakar Karamcheti
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85 views24 pages

Institutionalise Quality: LT Col (DR) K Kamalakar

The document discusses institutionalizing quality within an organization. It outlines key aspects of an organization that must be addressed, including leadership, strategy, customers, monitoring and analysis, human resources, and operations. It emphasizes the importance of taking a systems perspective and managing all organizational processes as an interconnected whole. Processes should be consistently effective, address organizational needs, and lead to good results and continuous learning/improvement. Quality is institutionalized by assessing processes and results, identifying strengths and opportunities, and creating improvement cycles.

Uploaded by

Kamalakar Karamcheti
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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INSTITUTIONALISE QUALITY

Lt Col (Dr) K Kamalakar


PROCESS
• Linked activities with the purpose of producing a product or service
for a customer (user) within or outside your organization.
SYSTEMS PERSPECTIVE
• A systems perspective means managing all the processes of your
organization as a unified whole to achieve your mission.
• It means ensuring that your plans, processes, measures, and actions
are consistent.
• And it also means ensuring that the individual processes of your
organization’s management system work together in a fully
interconnected, unified, and mutually beneficial manner.
QUALITY PROCESSES
• Are your processes consistently effective?
• Do your approaches address your organization’s needs?
• How good are your results?
• Is your organization learning, innovating, and improving?
CRITICAL ASPECTS OF AN ORGANISATION
• LEADERSHIP
• STRATEGY
• CUSTOMERS
• MONITORING, MEASUREMENT & ANALYSIS
• HUMAN RESOURCES
• OPERATIONS
• RESULTS
MVV
• MISSION. Your organization’s overall function.
• VISION. Your organization’s desired future state.
• VALUES. The guiding principles and behaviors that embody how your
organization and its people are expected to operate.
LEADERSHIP
• LEADERSHIP SYSTEM.
• The way leadership is exercised, formally and informally, throughout
your organization; the basis for key decisions and the way they are
made, communicated, and carried out.
• SENIOR LEADERS.
• Your organization’s senior management group or team.
STRATEGY
• How your organization develops strategic objectives and action plans ,
implements them, changes them if required, and measures progress
• Organization has to define its strategic objectives, and Goals for these
strategic objectives
• Short term and Long term Goals
STRATEGY
• Strategy may be built around or lead to any or all the following:
• New healthcare services
• Key patient/customer groups
• Differentiation of your brand
• New partnerships
• Grow revenue
• Reduce costs
• Centre of Excellence
• Meeting a community healthcare need etc.,
STRATEGIC OBJECTIVES
• Access
• Workforce capability/capacity
• Relationship with suppliers, providers ,patients, other customers
• Electronic health records
• Enhancement in Healthcare service quality
• Anything most important to your ongoing success, and to strengthen
overall performance
CUSTOMERS
• How your organisation engages its patients and other customers for
long term market place success , including how your organisation
listens to the Voice of the Customer , serves and exceeds patients and
other customers’ expectations
• Builds Relationships with PATIENTS and OTHER CUSTOMERS
HUMAN RESOURCES
• How does the organisation assess Workforce capability and capacity
needs and builds a workforce environment conducive to high
performance.
• How your organisation engages, manages and develops your
workforce to utilise its full potential in ALIGNMENT with your
organisations’ overall needs
OPERATIONS
• How your organisation designs, manages, improves, and innovates its
healthcare services and work processes and improves operational
effectiveness to deliver value to Patients and other customers and to
achieve ongoing organisational success
MONITOR MEASURE ANALYSE
• How the organisation selects ,gathers, analyses, manages, improves,
its data information and knowledge assets,
• How it uses review findings to improve its performance
• How it Learns
RESULTS
• Outputs and outcomes achieved by your organization.
• Healthcare Process Results
• Customer focussed performance Results
• Workforce Results
• Leadership and Governance Results
• Financial and market Results
ASSESSING PROCESSES
• Processes are the methods your organization uses and improves to do
its work.
• The four factors used to evaluate processes are :
• Approach,
• Deployment,
• Learning, and
• Integration
A, D, L, I
• APPROACH - The methods your organization uses to carry out its
processes.
• DEPLOYMENT - The extent to which your organization applies an
approach in relevant work units throughout your organization
• LEARNING. New knowledge or skills acquired through evaluation,
study, experience, and innovation.
• INTEGRATION. The harmonization of plans, processes, information,
resource decisions, human resource capability and capacity, actions,
results, and analyses to support key organization-wide goals.
ASSESSING RESULTS
• Results are the outputs and outcomes your organization achieves.

• The four factors used to evaluate results are :


• Levels,
• Trends,
• Comparisons, and
• Integration
Le, T, C, I
• LEVELS. Numerical information that places or positions your
organization’s results and performance on a meaningful
measurement scale.
• TRENDS. Numerical information that shows the direction and rate of
change of your organization’s results or the consistency of its
performance over time.
PERFORMANCE
• PERFORMANCE. Outputs and their outcomes obtained from
processes, products, and customers that permit you to evaluate and
compare your organization’s results to performance projections,
standards, past results, goals, and other organizations’ results.
PERFORMANCE MANAGEMENT
• An integrated approach to organizational performance management
that results in :
• (1) Delivery of ever improving value to customers and stakeholders,
contributing to ongoing organizational success;
• (2) Improvement of your organization’s overall effectiveness and
capabilities; and
• (3) Learning for the organization and for people in the workforce.
STRENGTHS - OPPORTUNITIES
• As you answer the questions and assess your responses, you will
identify strengths and opportunities for improvement.
• Then, as you build on your strengths and address your opportunities,
you create cycles of improvement within your organization.
QUALITY MOMENTUM
• Address the critical aspects of organisation
• Set the cycle of improvement in each process
• Momentum for Institutionalising Quality will be set.
THANK YOU

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