services, affecting the manners on which risks are perceived, care is organized, and healthcare providers are supported (McLaughlin and Kaluzny, 2006). By recognizing and applying the organizational and production principles in the manufacturing sector, healthcare professionals can improve the delivery of healthcare services suited to the needs of the patient or organization. As such, fitting the curative environment to an individual’s or organization’s needs is important in beating the production goals. This approach can also be employed in the delivery of healthcare services to a single patient or population through a definite disease management program (McLaughlin and Kaluzny, 2006). Thus, reflecting on the lives of healthcare quality leaders is insightful.
Florence Nightingale is known as a hospital reformer and a pioneer of nursing. She strived for innovations not only in nursing care, but in hospital administration as well. In 1854, along with well-trained women, Nightingale served the British military hospital during the Crimean War. She documented her observations on the victims and casualties of war by means of statistical applications, treatment, and analysis of mortality and injury cases. She used line diagrams to show the comparison of mortality cases between civilian and military personnel and presented such to government authorities through polar-area diagrams. From 1854 to 1856, in a British military hospital in Turkey, Nightingale led nursing efforts where she prioritized clothing and bedding supplies for the casualties of war and emphasized the need for a more sanitary clinical environment (Knudsen and Debon, 2003). She used to visit wards, even late at night, looking after the conditions of ill soldiers. This exemplary perseverance, dedication, and patience made her to earn the title “The Lady with the Lamp.” After six months, the mortality rate in the military camp fell from 60% to 2% (Knudsen and Debon, 2003). Through her efforts,