TQM/CQI philosophies have been highly embraced in United States Health industry. For example, Montana’s NVH (North Valley Hospital) is an example of a health care facility that employs these principles in order to enhance efficient procedures empowering both health care givers as well as their clients ( McConnel P.& Ciotti G. V., 1995). The hospital is under QHM (Quorum Health Group) an organization which gives strong emphasis on the use of TQM/CQI principles.
In implementing TQM/CQI, NVH management assigned the responsibility of choosing the suitable system to a team with representatives from all the disciplines and departments such as finance, pharmacy, nursing, laboratory and medical records which would experience various changes during the implantation of the system.
The team then came up with a clear outline of identifying HIS (health information system) needs, evaluating the already existing system as well as choosing some products from the ones already in place ( McConnel P.& Ciotti G. V., 1995).
These principles have played a key in enhancing administrative as well as client care procedures despite the high cost implication of the same. In 1994, NVH staff as well as administrators employed these principles in issuing of RFP (request for proposal) procedures including Information system selection. A decade ago, NVH put in place a TMS (turnkey minicomputer system) to enhance this process.
A rise in managed care tension, increased need for competition as well as a rise in 3rd party tensions in the containment of cost enhanced the need for TQM/CQI principles. Use of TQM/CQI by NVH led to increased efficiency and quality of the health services given to the clients. This is due to the fact that TQM/CQI concepts are based on the principles of data management in enhancing and delivering administrative and clinical services in health care unit.
The system promotes service production and delivery. Continuous upgrading of processes involved in health service delivery is an important concept in TQM/CQI which can increase the performance of an institution to greater heights (Walton A., 1989).
For instance in implemention this concept the hospital kept in mind the HIS management abilities creating a ten to twenty feature wish lists that were critical to each sections productivity and operations. A case in point is the nursing department, the sum of screens provided by the system had less significance compared to the less screens scrolled through by RN (registered nurses) in trying to put the orders in order.
The principles enhance institutional leadership whilst driving away fear among its partners. Most of the health facilities in United States, have their HIS overseen by a finance officer. Hence, in choosing the most reliable system of information the CEO and the finance officer voted last so as to avoid influencing the others.
Needless to say, issues of diversity were not exempted in NVH. In dealing with the question of diversity, the team put in place to oversee the implementation of TQM/CQI played a key role in breaking the diversity. The team members formed firm bonds during this processes in addition to enhanced positive reception of departmental disputes and activities.
Furthermore, though each departmental director put forward departmental concerns regarding the implementation team, the common goal among the members kept them together in selecting a system that best suits their health institution ( McConnel P.& Ciotti G. V., 1995).
For instance, during the selection period, two merchants out of the ten merchants were shortlisted for negotiations in the contract; the heads of department developed a strong relationship that enhanced successful installation of the system. A clinician who was a team member played an important role in breaking the barriers by ensuring that HIS based on clinical data ensured that the health care providers were appraised concerning all the deliberations.
In conclusion, this is a time where the technology of information management is on an increase, hence the information system selection procedures must match the systems put in place. Hence, employing TQM/CQI concepts assists healthcare facilities and organizations in reducing the time and cost used in choosing new HIS whilst rising the chances of embracing and putting in to use the new system successfully (Walton A., 1989).
McConnel P.& Ciotti G. V. (1995, June 01). Health Publications. Retrieved 11 19, 2010, from Applying TQM/CQI Principles to information system selection- Atotal Quality Management;Continous Quality Improvement.: http://findarticles.com/p/articles/mi_m3257/is_n6_v49/ai_17092218/?tag=content;col
Walton A. M. (1989). The Demming Management Method. New York: Dodd,Mead & Co.