Exploring Quality Management System of Critical Care Units in Tertiary Care Hospitals | Chapter 3 | Medicine and Medical Research: New Perspectives Vol. 4

Introduction: Hospitals in the twentieth century were tremendously advanced, with a large workforce, innovative technologies, and doctors with super specializations. Quality management involves overseeing all activities and tasks required to achieve a desired level of excellence. This is evidenced by the collection and analysis of data to demonstrate adherence to established standards and criteria. Quality control is a method aimed at ensuring that performance services meet predefined quality criteria to fulfill patient requirements. Despite numerous improvement initiatives in hospitals, the quality of care provided remains a subject of scrutiny.

 

Aim: This study aimed to assess the satisfaction levels of patients and their attendants, evaluate the quality of care provided in the ICU, and determine the knowledge regarding quality management among ICU staff.

 

Materials and Methods: The efficiency of any healthcare unit is measured by its quality indicators. In this study, various Quality Indicators used in the ICU were utilized. ICU staff members completed a self-structured questionnaire. The chi-square test was used to identify associations between score levels and selected demographic variables, revealing significant associations with age, designation, qualification, and experience.

 

Results: The data showed that 34.3% of patients and their attendants rated the ICU services as excellent, while 42.1% reported always being satisfied with the services provided. The age, designation, qualification, and experience of the staff significantly impacted the working standards of the ICU staff, whereas gender and marital status did not. Additionally, 66.2% of the staff consistently demonstrated knowledge regarding ICU working standards. Overall, 94.6% of practices followed in the ICU were rated as good, 5.4% as average, and 0% as poor.

 

Conclusion: Various determinants were used to calculate the results. The quality of the ICU, according to patients and their attendants, was assessed, with 66.7% rating it as good. The majority of the patients and their attendance were satisfied with the services provided to them in the ICU. The services provided to patients and their attendants were evaluated, alongside the satisfaction levels of those admitted to the ICU and the knowledge of the staff working in the ICU. This study concludes that there is always a scope for improvement in order to meet the quality standards.

 

Author (s) Details

 

Sumreen Bhatia
MYAS-GNDU Department of Sports Sciences and Medicine, Guru Nanak Dev University, Amritsar, Punjab, India.

 

Seep Sonali
MYAS-GNDU Department of Sports Sciences and Medicine, Guru Nanak Dev University, Amritsar, Punjab, India.

 

Please see the book here:- https://doi.org/10.9734/bpi/mmrnp/v4/1846

Development of a New Operations Strategy Model to Create ‘Integrated Organisations’ | Chapter 2 | Contemporary Research in Business, Management and Economics Vol. 5

Continuous manufacturing industry (CMI) was where the industrial revolution picked up steam, and mass produced its way to industrial glory. Beginning with Henry Ford’s Model T, things have come a long way. Especially, in making the CMI more and more competitive, by using technology, management and human resources confluence. As organisations became larger in size, with wider and deeper product mixes, CMI faced many challenges, in keeping productivity high, and costs low, with consistent, high quality. Competitive markets demanded nothing less.
 
In the 1950’s Total Quality Management was introduced into organisations, to increase productivity manifold. Following this method, many CMI companies improved their market positioning, and became leaders in their chosen fields. Companies like Toyota, Ford Motors, General Electric, Nippon Steel, come to mind. Following the TQM’s highly successful performance for over 40 years, MBNQA, the Malcolm Baldrige National Quality Award, USA, 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 MBMPE (Malcolm Baldrige Model for Performance Excellence). 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 skilfully implemented operations strategy (OS). This chapter traces the evolution of a ‘OS Wheel’ model of operations strategy, for CMI, deployed using the MBMPE, 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.

Author(s) Details:

R. Jayaraman,
Capstone Projects, PGEMP, SPJIMR, Mumbai, India.

Please see the link here: https://stm.bookpi.org/CRBME-V5/article/view/14181