Total quality management

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In health care quality assurance, total quality management, also called continuous quality management, is "the application of industrial management practice to systematically maintain and improve organization-wide performance. Effectiveness and success are determined and assessed by quantitative quality measures."^[1]^[2]

One goal is to reduce clinical practice variation.

The Institute of Medicine^[3] and the Agency for Healthcare Research and Quality^[4] have addressed this topic.

The Lean method may be used.^[5]^[6]

Kano proposes that customers want basic, linear, and attractive qualities.^[7] Kano proposes that basic expectations are subconscious unless they are not met. On the other hand, attractive qualities are supraconscious and lead to delight when they are met.

References[edit]

↑ Anonymous (2025), Total quality management (English). Medical Subject Headings. U.S. National Library of Medicine.
↑ Shortell SM, Rundall TG, Hsu J (2007). "Improving patient care by linking evidence-based medicine and evidence-based management.". JAMA 298 (6): 673-6. DOI:10.1001/jama.298.6.673. PMID 17684190. Research Blogging.
↑ Fanjiang, Gary; Reid, Proctor P.; Grossman, Jerome H. (2005). Building a better delivery system: a new engineering/health care partnership. Washington, D.C: National Academies Press. ISBN 0-309-09643-X.
↑ Valdez RS, Ramly E, Brennan PF. Industrial and Systems Engineering and Health Care: Critical Areas of Research--Final Report. (Prepared by Professional and Scientific Associates under Contract No. 290-09-00027U.) AHRQ Publication No. 10-0079. Rockville, MD: Agency for Healthcare Research and Quality. May 2010.
↑ McCulloch P, Kreckler S, New S, Sheena Y, Handa A, Catchpole K (2010). "Effect of a "Lean" intervention to improve safety processes and outcomes on a surgical emergency unit.". BMJ 341: c5469. DOI:10.1136/bmj.c5469. PMID 21045024. Research Blogging.
↑ Vats A, Goin KH, Villarreal MC, Yilmaz T, Fortenberry JD, Keskinocak P (2011). "The impact of a lean rounding process in a pediatric intensive care unit.". Crit Care Med. DOI:10.1097/CCM.0b013e318232e2fc. PMID 21983366. Research Blogging.
↑ Kano, N (1995). “Upsizing the organization by attractive quality creation”, Kanji, Gopal K.: Total quality management: proceedings of the first world congress. London: Chapman & Hall, 60-72. ISBN 0-412-64380-4.

[1] Anonymous (2025), Total quality management (English). Medical Subject Headings. U.S. National Library of Medicine.

[pmid17684190-2] Shortell SM, Rundall TG, Hsu J (2007). "Improving patient care by linking evidence-based medicine and evidence-based management.". JAMA 298 (6): 673-6. DOI:10.1001/jama.298.6.673. PMID 17684190. Research Blogging.

[3] Fanjiang, Gary; Reid, Proctor P.; Grossman, Jerome H. (2005). Building a better delivery system: a new engineering/health care partnership. Washington, D.C: National Academies Press. ISBN 0-309-09643-X.

[4] Valdez RS, Ramly E, Brennan PF. Industrial and Systems Engineering and Health Care: Critical Areas of Research--Final Report. (Prepared by Professional and Scientific Associates under Contract No. 290-09-00027U.) AHRQ Publication No. 10-0079. Rockville, MD: Agency for Healthcare Research and Quality. May 2010.

[pmid21045024-5] McCulloch P, Kreckler S, New S, Sheena Y, Handa A, Catchpole K (2010). "Effect of a "Lean" intervention to improve safety processes and outcomes on a surgical emergency unit.". BMJ 341: c5469. DOI:10.1136/bmj.c5469. PMID 21045024. Research Blogging.

[pmid21983366-6] Vats A, Goin KH, Villarreal MC, Yilmaz T, Fortenberry JD, Keskinocak P (2011). "The impact of a lean rounding process in a pediatric intensive care unit.". Crit Care Med. DOI:10.1097/CCM.0b013e318232e2fc. PMID 21983366. Research Blogging.

[isbn0-412-64380-4-7] Kano, N (1995). “Upsizing the organization by attractive quality creation”, Kanji, Gopal K.: Total quality management: proceedings of the first world congress. London: Chapman & Hall, 60-72. ISBN 0-412-64380-4.

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