MQOP 7038 Summer 2019 - Quality Management Presentation

This presentation delves into the multifaceted aspects of quality management within the healthcare sector. It begins by examining the London Quality Standards and their impact on organizational performance. The presentation then explores the critical roles of leadership and change management in driving quality improvements, emphasizing their ability to influence and adapt to the dynamic business environment. Furthermore, it identifies and analyzes various barriers that impede effective quality management, such as time constraints and leadership gaps. The core of the presentation focuses on strategies for enhancing quality, including data analysis, goal setting, team building, and the creation of actionable plans. The presentation concludes with recommendations for long-term strategic development and continuous system validation, providing a comprehensive overview of quality improvement in healthcare.

QUALITY
MANAGEMEN
T

Scope of the presentation
 To know ways to improve quality in
healthcare center
 To understand the importance of
leadership and change for quality
management
 to know the barriers that effect the
quality management

Reviews on LQS and
organization performance
 London embarked a good programme that helped
in improving the services for the patients by
launching a set of professional activities.
 LQS helps in making people aware about the
issues and the shortcomings.
 One of the important thing for organizational
performance is making the standards a reality
and the ability to manage complex and difficult
changes (Kim, Kumar, and Kumar, 2012)

 The London quality standards are the trust for
healthcare services.
 the London quality standards was set up in the
year 2011 and their work evolved.
 this standard was developed by a process of co
design with various iteration.
 LQS helps in creating awareness of the existing
unwarranted variations in the agreement of
service

Leadership and change
management
The business world is highly competitive today and
this that is the reason the changes comes in
natural way to developing organizations.
 Change and leadership together have the ability
to influence and enthuse the other by the use of
personal advocacy, drive and vision in order to
access the resources and build a good and solid
platform for the change.
 Leadership on the other hand is a thing that is
see as the key for a successful change

 One of the most challenging aspect od the
business is leading
 Business nowadays are effected by the
environment a lot and they also have to adapt
to the changes in the environment as well
 leadership is something which is very important
in the management of change and the human
resources (Ebrahimi, and Sadeghi, 2013)

Barriers in quality management
Time available: the staff members are not the most
important barrier in the quality delivering but the
time mismanagement is one of the major issue in
clinical organization. thus it is very important to
support and train in order to provide commitment
for leadership (Wiengarten, and Pagell, 2012)

 Leadership: lack of leader is the second barrier.
The Innovation, Quality, Prevention and
Productivity initiative focuses on improving the
quality of care The priorities differences between
the staff groups and other managers, show the
lack of a clear delivering of the strategy for
improvement of quality (Walter, Catering, Mgt,
and Thompson, 2011)

Interagency and collaboration for
improving quality
 Collaboration is something that helps in high
commitment of relationship among the two
parties that helps in the production of something
new and joined and interagency means occurring
among different agencies.
 the collaboration among the two agencies
sometimes also involves service users.
 collaboration involves various parties to work
together in order to provide good quality of
services to the customers or the patients of
healthcare industry.

Interagency collaborative activities includes:
 Multi agency groups for working
 Cross- training of the staff
 financial agreements
 Joint management case
 Sharing the data of administrative

Strategies for quality
improvement in care
 Analyse the outcome and data: in order to
improve the services at the healthcare industry it
is important to know the opportunities that are
their in the clinical industry. By studying g all the
data one can know ways to improve the quality
according to the customers.
 Set goals: based on the above step. There should
be proper goals that should be set in order to
improve the quality.

 Create balanced team: effective team should be build in
different backgrounds with different skills and level of
improvements process . The team should include a leader
who can advise and provide an insight. And also advocate
the team
 Create an executable plan: in order to accomplish goals in
an effective and a timely manner and it should create
achievable improvement plans and this also include specific
measures in order to protocol the measures.

Recommendation
 By development of long term strategy
 Expansion should be based on quality and not
quantity
 Continuously validating the system
 by having a forward thinking

Conclusion
In this presentation following things are discussed:
 London quality standards and organizational
performance.
 Leadership and change management which helps
in quality management.
 Barriers in management of the quality
 Strategies to improve the quality in the
healthcare industry.
 Lastly the recommendations for improving
quality in the industry of healthcare.

References
 Kim, D.Y., Kumar, V. and Kumar, U., 2012. Relationship
between quality management practices and innovation.
Journal of operations management, 30(4), pp.295-315.
 Walter, T., Catering, T., Mgt, D.M. and Thompson, K.,
2011. Quality management systems.
 Ebrahimi, M. and Sadeghi, M., 2013. Quality
management and performance: An annotated review.
International Journal of Production Research, 51(18),
pp.5625-5643.
 Wiengarten, F. and Pagell, M., 2012. The importance of
quality management for the success of environmental
management initiatives. International Journal of
Production Economics, 140(1), pp.407-415.