HA425_Unit_5_Assignment_FINAL.docx Healthcare Quality Improvement Implementation Purdue University Global HA425 Operational Analysis and Quality Improvement As the healthcare administrator of this facility, our tea
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HA425_Unit_5_Assignment_FINAL.docx Healthcare Quality Improvement Implementation Purdue University Global HA425 Operational Analysis and Quality Improvement As the healthcare administrator of this facility, our team is tasked to implement a Plan of Action (POA) after assessing which management tool would meet our goals and achieve results. Total Quality Management (TQM) and Lean Six Sigma are two management tools that vary in style. Comparing and contrasting will help us identify their advantages and disadvantages, and which shall improve workforce quality andperformance in the delivery of patient care. The Total Quality Management (TQM) approach is a management system for a customer-focused organization that involves all employees in continual improvement while integrating quality discipline into the culture and activities of an organization by using strategy, data and effective communication (“Total quality management,†n.d.). In terms of healthcare, Balasubramanian (2016) defined TQM as a continuous quality improvement (CQI) process covering both management philosophy and management method.With numerous advances in healthcare, we can expect some of healthcare providers and medical staff members to oppose this change. However, TQM can help us optimize and bring positive changes in our healthcare facility. In conjunction, it emphasizes distinguishing functions defined as the essence of good management which includes (1) empowering clinicians and managers to analyze and improve processes; (2) Adoptin. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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