mgt 494 assingment

7/29/2019 mgt 494 assingment

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Assignment 1

Quality Assurance in Healthcare Mgt

Analysis of Case Study

Submitted To: Submitted By:

Mr Mr Deepak Sharma Col Lakhwinder Singh

MGT 494 A-18

11100306

Q2104


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INFORMATION QUALITY FUNCTION DEPLOYMENT(Practice-Oriented

Introduction

This paper identifies the dimensions of information quality (IQ) systems andattempts to match these dimensions with the information system (IS)

performance indicators and measures. This research maps the information

quality (IQ) process and finds that the control constituent of the process

comprises two types of factors: IQ dimensions and IQ Indicators .Based on a

case study, the present paper uses quality function deployment (QFD)methodology with some modification. The later forms an information

performance measure known as informationorientation that measures the

capability of an organisation to effectively manage and use information. It

stressed that the consistency between the two types of factors will improve the

IQ function..The research study is in its initial stage and may include subjective results.

However, the methodology used could be further enhanced for more generaloutcomes. An Australian hospital is presented in this paper as a case study.

The last five years have evidenced the movement of hospital managementtoward introducing quality concept To realise customer satisfaction, everyone

should consider continuous process improvement as a key management

practice As part of this strategy, process and people are no longer enough forachieving the required output without the continuously improved procedures,

policies and regulations that control the conversion process. Closer analysis of

the user satisfaction reveals that the user requirements centred around the IQ

dimensions: intrinsic, contextual, accessibility and representation. The IS staff,

on the other hand, deal with various aspects of information orientation (IO).

Both IQ dimensions and IO form the control dimension of the IS systemprocess.To realise customer satisfaction, everyone should consider continuous

process improvement as a key management practice. As part of this strategy,

process and people are no longer enough for achieving the required output

without the continuously improved procedures, policies and regulations that

control the conversion process.


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Analysis of the case

1. An Australian hospital was selected as a case study and interviews wereconducted with a number of information users and information system

professionals.

2. The study explains the procedure used in constructing the QFD matrixand identifying the most critical measures of IQ indicators that affect the

performance of the IQ system.

3. This research study attempts to match the IQ dimensions with the IQindicators using a modified quality function deployment (QFD)

procedure.

4. .Information quality (IQ) becomes a critical issue of the hospitalsstrategies and their ultimate delivery of care

.

5. .This research maps the IQ process and defines its four constituents:input, output, mechanism and control..6. .The research identifies two types of factors affecting the IQ process.

These are the IQ dimensions and IQ indicators.

7. .IQ dimensions are classified into four categories. These categories arecontextual, intrinsic, accessibility and representation.

8.

IQ indicators form an information performance measure referred to asinformation orientation (IO) which measures an organisations capability

of effectively managing and using information.

9. IO is classified into three groups of indicators: information technologypractices (ITP), information management practices (IMP) and

information behaviours and values (IBV)

.


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10.IQ dimensions could be considered as the information usersrequirements while the IQ indicator are the technical factors affecting

these requirements

11.The consistency between the constituents of IQ process control is criticalfor ensuring the performance of IQ process and for improving theprocess.

Suggestions

1. The rapid growth and the dramatic changes in the hospital industry areChallenging healthcare managers to find alternative ways of remaining

viable. CQI (Continuous Quality Improvement ) is recognised as the

winning strategy in today's rapidly changing and competitive healthcare

environment

2. Hospitals should evaluate their existing TQM processes and activities andthe result should be used to form the basis for the policy making process.

3. A hospital would need to identify and articulate the expectations andperceptions of their customers before they could evaluate the

effectiveness of their TQM processes and activities

4. The management quality activities/processes that should be improved are:a. Service delivery which includes: appointment system, quick

registration, feedback system, computerised on-line information system and

doctor-to-bed ratio.

b. Staffing which includes: degree of attentiveness, knowledge of staff

and service response speed.

5. In order to achieve success in the implementation of the proposed model,it is critical that there should be commitment and involvement of

company top management

.

6. Another important factor to be to considered is the required training to beoffered by the hospital. Since new techniques and tools are usuallydifficult to implement, they strongly require efficient theoretical and

practical training


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7. More care should be taken to the beginning phases of QFD process (e.g.first house of quality) and new models should be proposed to improve the

evaluation of the input data (e.g. customers requirements), before

entering into other HoQs

.8. The effectiveness of QFD should be improved through its integration

with other quality engineering techniques which could improve the

functioning of traditional QFD at its early stages with respect to:

competitive analysis, correlation matrixes, determining critical items,

number of phases needed and components of its phases.

9. Enhancements must be designed to take place, with a focus on currentproblems associated with QFD (e.g. ambiguity in VoC, managing large

HoQ and conflicts between CR).

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