Delivering effective quality improvement leadership within a healthcare organization consists of providing the microcosm with a toolbox to maintain a level of excellence and value. As leaders in the healthcare community, there are certain quality improvement factors that demonstrate strategic leadership philosophies. Being a member of this microcosm, I have determined several dynamic attributes that promotes excellence.
One of these quality mechanisms is known as the “Juran Trilogy” consisting of Quality Planning, Quality Control and Quality Improvement (Ransom, Joshi, Nash, & Ransom, 2008). The Juran Trilogy is a universal model sighted for a methodology to cross-functional management, which eliminates chronic waste in a system (Lewis, 2006). Juran believe in fitness of use that meant all members of a team should be involved in the effort to make the organizations services into fit for use. The ever-increasing demand for quality has forced organizational leaders to invest in resources for implementing Total Quality Management (TQM) strategies (Jha & Joshi, 2007).
Quality planning is the act of defining strategic goals and determining the expected outcomes regarding quality improvement. When planning a process, there needs to be an assessment of the customers and stakeholders needs in order to develop a system that is reliable as well as meets those specified needs. This process can sometimes be overlooked because quality improvement leaders want to study the problems without taking the time to define them. However, the Associates in Process Improvement developed a two-part model of improvement in which the researchers must answer the questions before they can take any action. The first part asks the three following questions and according to the model, the researcher can answer them in any order: “What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement?” (Institute for Healthcare Improvement, 2011). Meaning the within each project, we need to set the aims, establish the measures and being open to new ideas when selecting changes. “Ideas for change may come from the insights of those who work in the system, from change concepts or other creative thinking techniques, or by borrowing from the experience of others who have successfully improved” (Institute for Healthcare Improvement, 2011).
The second part of the process is Plan, Do, Study, Act (PDSA) is the testing phase of the change process. The Institute for Healthcare Improvement (2011) states that, “This is the scientific method adapted for action-oriented learning.” The last two steps is implementing change and spreading those changes. With this process defining a clear set of goals enables the organization to communicate priorities and layout a roadmap for conceiving change. Leader’s ability to have organizations commit to clearly defined values, missions and expectations provide continuous...