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LONG RANGE PLANNING 1992年第1期25卷 9-21页

作者： WALKER, R RANK XEROX UK LTD BUSINESS MANAGEMENT SYST & QUALAYLESBURYENGLAND

For 20 years Rank Xerox dominated the photocopier market until the Japanese entered the market in the late 1970s. Rank Xerox responded to the competitive challenge by instituting competitive benchmaking, and subsequently the Leadership Through Quality Strategy. The author describes the changes in the management philosophy and the organizational structure which enabled Rank Xerox to win back market share from the Japanese. Rank Xerox is now market led with sharp customer focus. It is strongly business led and has a team working culture to support it.

关键词：商业/经济学商业/组织和管理商业/标准用户满意/经济学经济竞争大不列颠领导管理质量小组/组织和管理组织文化组织改革/经济学组织目标/经济学生产线管理/标准规划制订/方法

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Exploring the formation of an employee injury team.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1997年第6期19卷 19-25页

作者： Klingel, P. MedCenter Hospital Marion OH United States

In May 1994, it was noted that lost work days due to employee injuries were out of control at MedCenter Hospital in Marion, OH. An employee injury team was commissioned by the continuous quality improvement steering committee to investigate and make recommendations to reduce lost workdays. An analysis of the situation required a data search that revealed several patterns and trends. This information was then examined and a decision was made to institute a "Back Care: Train the Trainer" program to reduce the major cause of employee injuries--back sprains and strains. The concept of teamwork is defined and the developmental process of a team is explored.

关键词：事故职业/预防和控制事故职业/统计学和数值数据背损伤/流行病学背损伤/预防和控制背损伤/治疗病例管理医院病床数 100至299张医院社区/组织和管理医院社区/标准在职培训管理质量小组/组织和管理俄亥俄/流行病学组织状况研究人员医院/统计学和数值数据危险处理/组织和管理病假全面质量管理人类

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ACHIEVING WORLD CLASS-PERFORMANCE STEP BY STEP

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LONG RANGE PLANNING 1992年第1期25卷 46-52页

作者： KERR, LJ LJ KERR ASSOCIATES INC AKRONOH USA

Bridgestone of Japan acquired Firestone, a United States corporation, in early 1988. This article describes the integration process of the two organizations' cultures. There are many lessons in the approach that should apply to a variety of organizations. The Strategic Improvement Process, a rather highly structured approach, harnesses the strengths of both the Japanese and American organizations and starts the manufacturing and technical departments on the road to excellence.

关键词：文化交叉比较工业/组织和管理日本管理质量小组/组织和管理组织文化组织改革/经济学生产线管理/标准规划制订/方法质量控制美国

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Improving quality at Parkview.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1992年第5期14卷 56-62页

作者： Ivey, B.J. Parkview Episcopal Medical Center Pueblo CO United States

Parkview Episcopal Medical Center in Pueblo, CO, has been implementing a continuous quality improvement (CQI)-driven organization since April 1988. Under the leadership of Michael Pugh, the medical center's president and CEO, Parkview has made great progress in this effort. However, there is much more to be accomplished in the years to come.

关键词：应付及应收帐心脏病学科医院/组织和管理心脏病学科医院/标准科罗拉多财务管理医院/组织和管理财务管理医院/标准表格和记录管理医院病床数 300至499张医院社区/组织和管理医院社区/标准重症监护病房/组织和管理重症监护病房/标准管理质量小组/组织和管理模型理论病人入院规划技术质量保证卫生保健/组织和管理

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Using a quality improvement team to reduce patient falls.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1992年第5期14卷 38-41,44页

作者： Corbett, C. Pennypacker, B. Robert Packer Hospital Sayre PA.

Preventing falls among hospitalized patients continues to be a major concern of nurses, as evidenced by the volume of literature on this subject during the past 10 years. Yet, preventing falls, like preventing medication errors, has been a difficult and chronic issue for most nursing departments. Carolyn Corbett and Barbara Pennypacker describe how the nursing staff at Robert Packer Hospital in Sayre, PA, finally has experienced success by applying the systematic methods and principles of continuous quality improvement and establishing a fall prevention process.

关键词：意外跌倒/预防和控制意外跌倒/统计学和数值数据数据收集决策组织表格和记录管理医院病床数 300至499张管理质量小组/组织和管理模型理论护理部医院/组织和管理护理部医院/标准宾夕法尼亚规划技术规划制订/方法质量保证卫生保健/组织和管理约束身体的/方法人类

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Quality leadership: the key to quality management.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1992年第6期14卷 8-14页

作者： Bliersbach, C. CMB Associates Inc. Manchester ME

Quality leadership is a precondition for implementing quality management. How organizational leaders structure and direct an organization as well as how they behave within an organization are critical elements to the success of an effective quality management process. This article addresses these leadership issues and presents a plan for quality management implementation. Several behavioral tools are described that address potential obstacles to the implementation process.

关键词：医院管理人员部门间关系领导管理质量小组/组织和管理组织目标组织方针规划技术规划制订质量保证卫生保健/组织和管理研究设计美国

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The quality council: a catalyst for improvement.

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Journal of quality assurance : a publication of the National Association of Quality Assurance Professionals 1991年第5期13卷 30-36页

作者： Tackett, S.A. Headquarters Air Force Logistics Command Wright-Patterson Air Force Base OH United States

Before quality improvement can occur, an environment must be created that demonstrates a decisive commitment to change. In this article, Sarah Tackett presents the concept of the "quality council," a structure that fosters employee participation and clearly defines the leadership roles needed to evaluate and implement improved processes. The quality council should be the first organizational step toward quality improvement because it will set the tone, establish policy, and create institutional readiness for the changes to come. Chaired by the organization's CEO, the council should consist of senior management and clinical department heads, administrators, and a quality advisor. Larger institutions may need several coordinated quality teams to focus on various areas. The author's lucid analysis of the process that the quality council should follow begins with the development of shared values that all employees can endorse. The next step is to select appropriate projects that have high interest and will result in an improved process, not just a new system or a predetermined solution to a problem. Ms. Tackett stresses the importance of picking the best possible team members, shifting workloads to allow a full focus on quality, and providing extra training in QI strategies to teams where needed. Finally, quality innovations should be recognized and shared throughout the institution.

关键词：领导管理质量小组/组织和管理组织文化组织改革规划技术质量保证卫生保健/组织和管理美国人类

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Development of an oncology services performance improvement team.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1998年第6期20卷 26-32页

作者： Frank, J.L. Cramer, M.O. Tufts University School of Medicine MA United States

Baystate Medical Center is a 750-bed tertiary-care referral center in western Massachusetts. In 1995 Baystate reorganized the structure of its quality assurance (QA) program from an individual departmentally based QA committee structure to a series of multidisciplinary service-line performance improvement teams. The new approach sought to implement total quality management techniques that had been proven effective in major industrial settings but were not widely applied in the healthcare sector. The oncology services performance improvement team is cochaired by an attending surgical oncologist and the nursing supervisor of a dedicated inpatient oncology unit. Its membership comprises a broad spectrum of oncology subspecialists and allied support staff. The team supports multiple performance improvement initiatives, including analyses of various cancer-related outcomes (e.g., patient satisfaction, morbidity and mortality data) and peer review analysis. Systems issues not falling under the aegis of the oncology services team are referred to other service-line teams. The performance improvement activities are carefully designed to meet the needs of the facility's patient population and the accreditation requirements of the Joint Commission on Accreditation of Healthcare Organizations and the American College of Surgeons Commission on Cancer.

关键词：聘任鉴定/标准信息交流数据库管理系统效率组织医院病床数 500张以上医院教学/组织和管理医院教学/标准在职培训/组织和管理管理质量小组/组织和管理马萨诸塞模型组织管理动机肿瘤科医院/组织和管理肿瘤科医院/标准组织目标同行评议卫生保健全面质量管理/组织和管理人类

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The invaluable team member.

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Journal for healthcare quality : official publication of the National Association for Healthcare Quality 1993年第3期15卷 22-24页

作者： Barnett Jr., T.E. Ross, S. Van Dyke, P. Overland Park Regional Medical Center KS United States

This article was written specifically to encourage hospitals that are initiating total quality management to include physicians at the beginning stages of the process. Including physicians from the outset can benefit the entire organization. Physicians, by the nature of their profession, have an important role in the quality of the patient care process.

关键词：内窥镜检查胃肠道/方法医院病床数 300至499张人类堪萨斯实验室医院/组织和管理管理质量小组/组织和管理医务人员医院/组织和管理医师的作用过程评价(卫生保健)/组织和管理规划制订/方法质量保证卫生保健/组织和管理

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How to Build a Benchmarking Team

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Journal of Business Strategy 1993年第2期14卷 53-57页

作者： Spendolini, Michael J. principal of MJS Associates Lagum Beach CA United States

There is nothing that can wreck a well‐intentioned benchmarking plan faster than selecting the wrong people for the team. Take the company that chose staff members who didn't have enough credibility within the organization to sell their benchmarking team's recommendations to senior management. The team did an excellent job, but without the clout to get their recommendations approved, their efforts failed.

关键词：工业/组织和管理职业间关系管理质量小组/组织和管理人员选用/方法规划技术质量控制美国

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