The Impact of Total Quality Management on Health Services Improvement, Sana’a Hospitals, Yemen (2017-2020)

Background: Total quality management (TQM) plays a major role in quality health services improvement. The aims of the study are to identify the concepts of total quality management in health institutions to know the nature of the relationship between the application of TQM and improving the quality of health services in Sana’a Governorate. Method: This applied research is a descriptive cross-sectional study in which the TQM of 13 affiliated Sana’a Governorate hospitals during “2017-2020”, were evaluated based on self-administered questionnaires. Data were collected by questionnaires including demographical variables, TQM dimensions variables. Data were analyzed by using SPSS version 16. Results: A total of 281 users 98.6% had responded. The employee’s responses for sixth study dimensions were the top manager’s commitment (TMC) 80.46%, customers focusing CF 81.55%, continuous improvement (CI) 82.32%, training (T) 71.51%, and strategic planning of the quality (SPQ) 74.76%, health services quality improvement (HSQI) 74.25%. There is a strong relationship between TQM and HSQI. There is no relationship between demographic factors gender, profession, years of experience, except age with TMC, T, HSQI, qualification with the TMC, CI, T, HSQI and job with all study variables. Conclusion: The application of TQM at hospitals in quality of health services improvement has several challenges, lacking staff experience and lacking leadership support, weakness of the training, customers focusing, continuous improvement, and strategic planning of the quality. Therefore, benefiting from the experiences of leading hospitals in implementing total quality management programs by sending some cadres to these hospitals for training and gaining experience or by hosting experienced cadres to conduct training courses is recommended.

Study on the Teaching Total Quality Management of Management Postgraduate

With the rapid development of postgraduate education in management in China, the traditional teaching quality management mode can not meet the diversity demands to the high-level management talents in nowadays society. In this paper, the total quality management is introduced into the quality management of postgraduate education in colleges and universities, capacity requirements of management postgraduate is investigated from two perspectives of enterprises and students, the whole operating model is explored as well.

Evolution of the “OS Wheel” Model of Operations Strategy in Continuous Manufacturing Industry

Malcolm Baldrige National Quality Award-BNQA-SA was introduced in 1987 in US companies to create overall excellence in all parts of an organisation, leading to “integrated companies” as the ultimate goal for sustained performance by using the Baldrige Excellence Framework (BEF). The “Balanced Score Cards” (BSC) methodology, as an instrument of designing, cascading and communicating strategy, was introduced in 1992. Operations excellence is an outcome of a well-designed, monitored and implemented operations strategy (OS). This paper traces the evolution of an “OS Wheel” model of operations strategy, for continuous manufacturing industries (CMI), deployed using the BEF, using BSC’s, to achieve performance excellence and sustained competitive advantage. The model was applied in a large scale, CMI company in India, over a period of fifteen years (a longitudinal study), the description of which will demonstrate its utility.

Evolution of the “OS Wheel” Model of Operations Strategy in Continuous Manufacturing Industry

Malcolm Baldrige National Quality Award-BNQA-SA was introduced in 1987 in US companies to create overall excellence in all parts of an organisation, leading to “integrated companies” as the ultimate goal for sustained performance by using the Baldrige Excellence Framework (BEF). The “Balanced Score Cards” (BSC) methodology, as an instrument of designing, cascading and communicating strategy, was introduced in 1992. Operations excellence is an outcome of a well-designed, monitored and implemented operations strategy (OS). This paper traces the evolution of an “OS Wheel” model of operations strategy, for continuous manufacturing industries (CMI), deployed using the BEF, using BSC’s, to achieve performance excellence and sustained competitive advantage. The model was applied in a large scale, CMI company in India, over a period of fifteen years (a longitudinal study), the description of which will demonstrate its utility.

Quality management in anatomic pathology:The past,present,and future

One of the challenges in anatomic pathology laboratories is to meet the increasing need for pathological diagnosis,using quality management(QM)activities and systems to ensure that patients receive their accurate and timely pathology report.The aim of this paper is to review anatomic pa-thology QM from both management and technical perspectives,including the past,present,and future opportunities.First,the evolution of the QM concept and scope will be discussed.Next,current QM system imple-mentation and laboratory accreditations will be discussed from the man-agement perspective,and common medical errors in anatomic pathology in different testing cycles will be analyzed.Finally,selected future management systems to improve the level of total QM worldwide for patient safety and the potential of informatics to be used as an auxiliary tool in anatomic pathology will be discussed.