Leadership, Measurement, and Change in Improving Quality in Healthcare/Reply

I often hear cynicism from practitioners and academics; they bemoan the plethora of techniques for improving quality in healthcare - continuous quality improvement (CQI), Six Sigma, rapid-cycle improvement, lean manufacturing systems, Balanced Scorecard, Baldrige - because they are viewed as yet one...

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Bibliographic Details
Published inFrontiers of health services management Vol. 20; no. 3; p. 37
Main Authors Potthoff, Sandra, Ryan, Mary Jean
Format Journal Article
LanguageEnglish
Published Chicago Lippincott Williams & Wilkins Ovid Technologies 01.04.2004
Subjects
Accountability
Accuracy
Communication
Costs
Decision making
Employees
Feedback
Health care industry
Leadership
Mortality
Physicians
Quality improvement
Quality management
Quality of service
Six Sigma
United States > US
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Summary:I often hear cynicism from practitioners and academics; they bemoan the plethora of techniques for improving quality in healthcare - continuous quality improvement (CQI), Six Sigma, rapid-cycle improvement, lean manufacturing systems, Balanced Scorecard, Baldrige - because they are viewed as yet one more "fad" in the search for the holy grail of quality. The articles by Sister Mary Jean Ryan and Glen Barton provide a framework for understanding that all are important tools that work in tandem to achieve quality results. Both articles demonstrate that systematic and sustained improvements in quality require leadership that is willing to step up to the plate, provide resources to get the job done, and hold people accountable for results. The experiences described by Ryan and Barton also demonstrate that leadership must work across multiple levels to effect meaningful improvements in quality.
ISSN:0748-8157
2475-2797