In every healthcare set up, it is always in the interest of the medical staff to deliver the best services possible. To achieve this, organizations do put rules regarding the service delivery. At the same time emphasis is always put on continuous improved services. Equally, this essay discuses the West Florida Regional Medical Center (WFRMC), which implemented a Total Quality Management (TQM) strategy to assist in proper and quality improvement of its hospitals. It therefore discusses the reasons behind the implementation of TQM, its progress, strengths and weaknesses, as well as its impacts in the hospitals.
West Florida Regional Medical Center (WFRMC) is an organization that aims at assisting the hospitals registered with it to deliver services of the highest quality to their patients. It accomplishes this goal through the use of the Total Quality Management (TQM) strategy.
Strategically, a number of reasons made the West Florida Regional Medical Center (WFRMC) to invest heavily on the Total Quality Management (TQM). These included the low standards of service delivery to the patients by the regional hospitals and the problem of inaccurate and untimely in record keeping which led to loss of resources, since some of the services which were meant to be charged to the customers could not be traced. Another notable factor as to why WFRMC decided to employ Total Quality Management (TQM) was to narrow down the large charting process which created congestion in the hospitals’ departments. This was solved by reducing and specifying the number of personnel dealing with the health records which ensured reduction of congestion and accuracy in entry of records (Bohmer, Edmondson & Feldman, 2012).
The program undertaken at WFRMC reflects this strategic impetus through both the energy and the commitment that put towards the adoption and implementation of TQM. This is evident from the kind of support given by the top local management which actively participated in the implementation of the Continuous Quality Improvement (CQI) in the regional hospitals. The Quality Improvement staff also showed a lot of commitment towards the smooth running of TQM by implementing, evaluating, and making the necessary adjustments on the Total Quality Management techniques. The continuous Quality Improvement staff also ensured that the process was clearly communicated to the other hospital staff for easy understanding and acceptability.
The TQM program has a number of notable strengths. These include the ability to assess and reinforce the quality improvement techniques by laying down the assessment and evaluation procedures. It is also noted that it came up with various departments which made the implementation of quality techniques easier. These departments include: the customer knowledge development category that lead to quality improvement by examining and giving recommendations on how to deal with the customer. Another department is the quality improvement practice category. This department examines the effectiveness of the other departments in trying to develop a full potential workforce helped in ensuring a favorable environment for the personal and organizational growth. Despite the strengths noted, it is also observed that the TQM lacks a computerized system to help store accurate information relating to customers records (Bohmer, Edmondson & Feldman 2012).
In order to achieve the TQM, the corporate headquarters contributed by providing the mentor and the staffing for the quality improvement program which ensured a careful and detailed planning process. The corporate headquarters also developed a program which assisted in identifying situations that needed improvement. Additionally, the headquarters organized for management workshops that enlightened the staff on quality improvement methods and hence boosting the management confidence. Finally, a quality review team was introduced to ensure that all recommendations for quality improvement are properly reviewed so as to accommodate the interests of all stakeholders.
In order to measure the impact of the program on the hospital, especially in terms of supporting its strategic directions, WFRMC introduced a scoring matrix. This matrix is used to evaluate the implementation and use of the quality improvement techniques in each department. This evaluation ensures improvement on less effective techniques and hence achievement of the WFRMC vision. WFRMC also came up with a monitoring and improvement suggestion program which ensures a continuous improvement of the quality improvement techniques. This is by allowing the stakeholders suggestions on the possible areas of improvement (Bohmer, Edmondson & Feldman, 2012).
It is also noted that a considerable number of efforts have been made by the West Florida Region Medical Center in order for the TQM to support the tactical programs within the hospitals. For example, a Quality Improvement (QI) team was constituted. This team consistently maintains the TQM slogan and steers the commitment towards high quality achievement by maintaining their communications, whether written or verbal, the statement that WFRMC is committed to high quality improvement program. The team also continued to conduct trainings on the principles and practices of quality achievement strategy by enlightening the stakeholders on the importance of quality services. This therefore ensured the appreciation of the Total Quality Management efforts by the medical staff (Bohmer, Edmondson & Feldman, 2012).
In dealing with the continuous improvement, John Kausch should ensure that both the customers and the medical staff are involved in improvement process so that they all understand the changes and hence acceptability. Even after the establishment of a particular TQM practice, a proper method should be formulated to assist in obtaining feedback from both the medical staff and the patients for evaluation and hence improvement. Also in cases of performance variation, there should be a clear and stable evaluation technique which involves all the stakeholders. This will enhance a well informed decision, since all the concerned parties will be involved.
In order for the concepts of microsystems to be incorporated into the current quality efforts with the introduction of an internal residency program, the West Florida Region Medical Center (WFRMC) should first learn the customer population through the medical staff. This should be done in depth so as to find out which categories of patients are likely to be covered and try to understand the needs of each category. All the stakeholders should then be involved in designing and implementing the Microsystems so as to come up with an acceptable and understandable system. This would allow a productive interaction between the medical staff and the patients, hence better healthcare outcomes.
In conclusion, it is worth noting that in order to improve the quality of services by the West Florida Region Medical Center, all the stakeholders should be involved. Also the quality implementation process should be thoroughly evaluated for possible improvements.