Purpose The purpose of this paper is to analyze two process standardization theoretical conceptual constructs: process variants unification; and distinction between standard, routine and non-routine processes. Design/methodology/approach The authors analyze two conceptual constructs based on a single case study representing a general hospital’s (GH) process standardization, approach and results. The authors research whether process standardization implemented in a GH conforms to the process variants unification concept approach and its assumed benefits and whether implemented process standardization enables process management improvement based on distinguishing standard, routine and non-routine processes. Findings In accordance with the process variants unification conceptual construct, the hospital task force determined a uniform basic patient comprehensive treatment process at the hospital level, which allows synergy among departments. Uniform process activities reflect the differences between standard, routine and non-routine processes. Practical implications Process standardization through unification improves performance by establishing a common framework enabling shared experience based on improved process understanding. Distinguishing standard, routine and non-routine processes is useful for analyzing process management. This distinction provides guidelines for process implementation and measurement improvement. The paper also shows that increased routinization and standardization represent levers for process improvement. Originality/value The authors analyze theoretical constructs based on a single case study and confirm that theoretical conceptual construct application can provide better process management, which is important for practitioners.
We, professionals on the field of quality, are responsible to give to our customer honest clarification of fundamental ideas. Our marketing messages are often too much under influence of a single tool. Excellence model (EM), as a tool, is not alternative for ISO 9001. It is appropriate as un upgrade, applicable for those, which already reached sufficient level of quality management. Much too often, EM is offered as a solution for those, which did not succeed to usefully use ISO 9001 system or worse, for full beginners. Quality movement is losing credibility with such irresponsible selling of EM as new fashion, which suggests replacing the idea of quality with the idea of excellence.Findings are based on more than 25 years of practice in professional promotion of quality: in consulting on private and public sector, from 1990 lead auditor at SIQ (Slovenian Institute of Quality), from 1998 lead assessor -commission for Slovenian Excellence Quality Award. Theory is developed based on: Noriaki Kano theory of Attractive quality, Tito Conti ideas on TQM (Total Quality Management) and applications problems of Excellence model, Practical case of General Hospital Novo Mesto (in 1998 first attempt of using EM, than forced to build QMS (Quality Management System) based on ISO 9001 and then returned to practice EM). THE HYPOTHESESExcellence is the highest level of quality and is as such the goal of quality development efforts. EFQM Excellence Model is a model for quality management and as such would be more appropriate, if the name would be Quality Management Model of EFQM (QMM of EFQM). With such a name, it would be demonstrated, that this is not a new fad replacing the idea of quality, but a tool to upgrade efforts for quality development of an organization. The name Excellence Award for recognized excellent organizations is not misleading, but the name Excellence Model is. The name of EFQM Excellence Model should be replaced with QMM.
IzvlečekPri iskanju svoje vloge za naslednji dve leti je Sekcija za kakovost v zdravstvu pri Slovenskem združenju za kakovost in odličnost -SZKO obravnavala ugotovitve stroke ekonomije in vodenja kakovosti glede prepoznavanja krize in odzivanja nanjo. Kriza je prisotna v javnem sektorju, torej ne le v zdravstvu in ne le v Sloveniji. Dostopnost zdravstvenih storitev ne sledi povečevanju dostopnosti storitev in izdelkov zasebnega sektorja. Pri odzivanju na situacijo imajo politika in stroke različni vlogi. Nastajanje krizne situacije je stalno prisotno in je odvisno od sposobnosti in pripravljenosti odzivanja na spremembe. Glede na to so v organizaciji prisotna tri področja vodenja kakovosti: varnost -izpolnjevanje zahtev, vrednostizpolnjevanje pričakovanj in stalnost -prilagajanje novim razmeram. Odzivanje na spremembe vključuje tako prilagajanje posameznega dela kakor tudi prilagajanje odnosov med posameznimi deli -prilagajanje sistema. Uspeh je rezerviran za timsko povezane igralce, ki se znajo in hočejo odzivati na stalne spremembe. Da je to izvedljivo, je potrebno stalno spremljane kazalnikov o povečanih časovnih in finančnih pritiskih in tveganjih vseh vrst. Vloga sekcije je predvsem spodbujanje povezovanja.
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