Reconsideration of the quality circle process as a contemporary management strategy

Mullins, D. P.; Schmele, June A.

doi:10.1097/00126450-199309000-00004

Cited by 5 publications

(4 citation statements)

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“…Admiral Rickover specifically believed concealing errors was dangerous because leaders could become disconnected and the organization would not learn from the mistakes (Bierly and Spender, 1995). Within a hospital setting, focus groups, quality circles, or other methods that foster open communication about errors are methods found to be effective in reducing errors (Vanderveen, 1991; Mullins and Schmele, 1993; Edmondson, 1996, 1999; Klein et al, 1998). Tucker (2007) found that psychological safety (the belief that employees can discuss errors without blame) was positively associated with performance improvements among frontline personnel in hospitals.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

McFadden

Henagan

Gowen

2009

J of Ops Management

198

204

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The purpose of this study is to investigate the existence of a patient safety chain for hospitals. Drawing on high reliability organization theory, multifactor leadership theory and total quality management literature, we develop and test a model for improving patient safety – a critical issue facing hospitals today. Specifically, we hypothesize that improving patient safety begins at the highest level of the organization with a transformational leadership style. This leads to a sequence of linkages whereby transformational leadership has an important relationship with creating a culture of safety, which in turn is associated with the adoption of patient safety initiatives, and ultimately with positive improvements in patient safety outcomes. Using data from a nationwide survey of over 200 hospitals, we use structural equation modeling to provide empirical support for the effectiveness of this patient safety chain model. The results have major implications for enhancing operations in hospital settings.

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Section: Conceptual Backgroundmentioning

confidence: 99%

The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

McFadden

Henagan

Gowen

2009

J of Ops Management

198

204

View full text Add to dashboard Cite

show abstract

“…Within a hospital setting, focus groups or other methods that foster open discussions about errors are another approach found to be effective in reducing errors (Edmondson, 1996;Edmondson, 1999;Klein et al, 1998;Vanderveen, 1991). For example, quality circles, a staple in manufacturing quality management, have been successful in many areas of quality improvement in a number of medical areas (Mullins and Schmele, 1993). Small groups of participants take part in a variety of exercises to identify risks, define goals, and measure progress.…”

Section: Factors Reducing the Likelihood Of Medical Errorsmentioning

confidence: 99%

Implementation of patient safety initiatives in US hospitals

McFadden

Stock

Gowen

2006

International Journal of Operations &Amp; Production Management

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Purpose -The purpose of this study is to explore the use of patient safety initiatives (PSIs) at the US hospitals. These PSIs include such approaches as open discussion of errors, education and training, and system redesign. In particular, the paper seeks to examine factors that influence the implementation of PSIs as well as the benefits realized from their implementation. Design/methodology/approach -The paper draws on the TQM and medical safety literatures to develop a conceptual framework for improving patient safety. Extensive survey data were gathered from 252 hospitals throughout the US to test McFadden et al.'s model of the factors influencing successful implementation of PSIs. Findings -Certain barriers (lack of top management support, lack of resources, lack of incentives and lack of knowledge) significantly impeded implementation while other factors (perceived importance of PSIs) facilitated implementation. It was also found that implementation of PSIs was associated with benefits to the hospital in areas such as medical error reduction, cost reduction, and patient satisfaction.Research limitations/implications -The use of a single respondent represents a possible limitation. Future research will explore organizational culture and its relationship to patient safety. Practical implications -The findings provide direction for implementing more effective PSIs at hospitals. Originality/value -The paper contributes to the literature on patient safety and medical errors by testing specific mechanisms that are associated with successful implementation of PSIs.

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“…W. Edwards Deming and Joseph Duran, highly regarded for their knowledge in the field of quality control, were invited to Japan to help the Japanese economy rebound after the Second World War. They introduced statistical quality control and proper management of quality control to the Japanese business leaders, particularly to one by the name of Jaoru Ishikawa (Mullins and Schmele, 1993). Deming and Juran introduced a traditional US managerial approach to quality control.…”

Section: Background Of Quality Control Circlesmentioning

confidence: 99%

“…Health care institutions were relatively late in adopting QCC. In light of reported success, QCC are being adopted at increasing rates in US health care facilities within a (Mullins and Schmele, 1993). These centers and a handful of others were considered to be success stories of QCC implementation, and each one is reporting an increase in more satisfied, more concerned employees (Goldberg, 1985).…”

Section: Qcc In Health Care Facilitiesmentioning

confidence: 99%

Quality control circles in the Veterans Administration hospital

Canel

Kadipasaoglu

2002

International Journal of Health Care Quality Assurance

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In response to residents' reports of inefficiencies in the Veterans Administration (VA) system, a temporary task force of quality control circles was implemented at a VA hospital. A total of 25 internal medicine residents, on rotation at the VA, were subdivided into four groups. Each group was presented with a different problem, given the components and constraints of the problem, and asked to identify possible solutions. Program results were submitted to the hospital administration. Efforts are now being made to improve the working environment for medical residents.

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Reconsideration of the quality circle process as a contemporary management strategy

Cited by 5 publications

References 0 publications

The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

Implementation of patient safety initiatives in US hospitals

Quality control circles in the Veterans Administration hospital

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