The report therefore compares and contrasts three forms of quality improvement processes and among the discussed process, one favorable for the company is recommended to improve the performance of the company. Introduction The Baldrige criteria for performance excellence, ISO 9000 and the Six Sigma are three quality improvement processes that provide a completely new way of helping organizations improve in their performances. The first process focuses on the estimation of performance excellence of the organization as a whole starting from the management tracking all the results as exhibited by the organization. ISO 9000 on the other hand is a model that gives much weight on the product or the service and how it performs in the market. The inefficiencies of the products or the service are then fixed for better performance (Harrington, 2001). In this category, we have the six sigma; this constantly measures the quality of the product while improving the engineering process to result into an improvement of the process and saves the costs of the organization. In an effort to know which will be applicable to improving the performance of this company in terms of saving cots and realizing profitability, we have to analyze the three intensively (Dew & Nearing, 2004). a. Baldrige Criteria for Performance Excellence The Baldrige Criteria for Performance Excellence as a measure that has helped many organizations achieve their goals is today not only acceptable in the US but also worldwide. This is due to its ability to steer organizations through stiff competitive environment through the improvement of their performances. The criterion cuts across all organizations right from healthcare to education of profit and nonprofit organizations by responding swiftly to current challenges (Brown, 2001). They do this by being open and transparent in the governance of the organizations as well as the ethics involved. The criterion is aimed at creating value for the customers of the business. Irrespective of the form of organization the criteria gives a valuable framework that is able to help in the planning and achieving under any environment. This is because it is able to assess organizational performance on a wide range of key business indicators, align the resources available, and improve communication, productivity and effectiveness for the achievement of the organizational goals (Edosomwan & Edosomwan, 2008). The criterion has evolved over time with its characteristics, goals and purposes remaining the same. The criteria lay its focus on all the results of the performances of the organization for balancing all the strategies of the firm. It does not prescribe and is adaptable hence allowing for creativity and flexibility in the organization to enable achievement of the goals. Supports the systems in place and at the same time supporting goals based diagnosis for future improvements (Brown, 2001). The goals of the criteria are delivery, improvement, organizational and personal learning. The purpose of the criteria is to allow for its use by organizations of all categories for the sake of self assessment and training so as to develop performance of the businesses. The system is able to realize an achievement of its purpose by stressing on leadership, strategic planning, measurement, and analysis and knowledge management. Others are, focus on the workforce, management of the process and results (Edosomwan & Edo
EVALUATION OF QUALITY IMPROVEMENT PROCESSES Date Executive summary This report is to enable the company review among the available quality improvement processes and inform their decision to settle on the one that will enable the company produce competitive products at affordable costs…
The paper focuses on the identification of the benefits that patients receive from typical health centers and possible areas of improvement. It also identifies practical problems that patients face in these health centers and the relevant solutions that can be applied to mitigate the problematic situations.
Consequently, American citizens have high expectation regarding delivery of health services, as they must be “safe, effective...equitable, and efficient” (Lynn et al., 2007, p. 666). To meet them, experts suggest several tool parameters, “continuous quality improvement (CQI),” to enhance how services are provided.
Furthermore, that quality standard will not only have to be verifiable and proved, but based upon some measure that people or professional organizations can rely upon or vouch for. For Green Valley Bakers in San Francisco, the quality of their breads, cakes and confectionaries will most likely be ratified by the Bread Bakers Guild of America.
The quality of care experiences growth as the day’s increases from the efforts of the employees. In many healthcare organizations, CQI is illustrated in the strategic plan, the committee of leaders in the organization, human resource training, and methods of identifying opportunities for improvement.
However, they can only remain successful if they offer high quality products or services at competitive or affordable prices. In short, quality maintenance is an essential tool that triggers consumer purchase responses and result in
666). To meet them, experts suggest several tool parameters, “continuous quality improvement (CQI),” to enhance how services are provided. This is an organizational strategy between top management and clinical participants in establishing
4 pages (1000 words)Research Paper
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