Respond to Peers 7 sentences each. Peer# 1 Part 1: Briefly explain the philosop

Respond to Peers 7 sentences each.
Peer# 1
Part 1: Briefly explain the philosophies of Deming, Juran, and Crosby.
Edwards Deming:
Edwards Deming is best known for his Fourteen Points for Management, which emphasize the importance of leadership, continuous improvement, and the involvement of all employees in the pursuit of quality. His principles are focused on manufacturing production but the message is clear that our purpose is to facilitate collaboration, support workforce training and development, and focus on accuracy over volume. Deming also understood the importance of good data.
Joseph M. Juran:
Joseph Juran emphasized that quality should be managed like any other business function and stressed the importance of top management’s commitment to quality. According to Juran every quality management program should have a strong yet balanced infrastructure of quality planning, control, and improvement – the “quality trilogy” (Davis, 2020). He defined a successful program as one that an entire organization can support and believe in. Juran believed that many quality problems arise from failure to address the human factors, including the human fear of change.
Philip B. Crosby:
Philip Crosby’s approach to quality management is based on his concept of “Zero Defects,” which asserts that organizations should strive for perfection and not accept any level of defects. He defined quality as full and perfect conformance to the customers’ requirements.
Provide at least one practical example demonstrating how you might apply one or more of them in a health care-related context. Be as specific as possible.
Deming’s theories regarding the importance of leadership and the training of the work force really stands out to me. Too often these days our medical leadership is rushing people through the onboarding process and throwing them right into a position without a shadowing/watching training period. Once a person is actually hands on in a position they need to be shown how our business does things and how we are striving for high accuracy. Someone without enough training slows down the efficiency and quality processes of a department.
Juran’s theory that an organization as a whole is important for a successful quality program. I have a new director that has started his role with coming in and being disrespectful, not listening, and with a poor team effort mentality. This has created a hostile work environment that doesn’t foster team excellence striving for success. It is incredibly important to be a leader that has staff that believes in the leader’s vision, and wants to be successful.
Part 2: The Health Information Management (HIM) department performs many processes or functions in its role to ultimately provide quality and efficient patient care.
Discuss at least two ways through which both performance quality and efficiency are simultaneously enhanced WITHIN an HIM department, contributing to the resulting value of care delivered to patients – that is high quality care outcomes at a more economical cost.
Having a strong training program, whether it be in coding, technology, or administrative roles is very important within the HIM department. To have a strong core understanding of the goals of the department, enhancement steps that are being put into place to strive for excellence, for strong interpersonal relationships all lead to a department that works efficiently and therefore contribute to the positive value of patient care. Creating strategies together and
Having HIM professionals that continue their training also is incredibly important to the efficiency of the department. The technology professionals must be keeping their skills up to date, keeping up to date on cyber-attacks and the latest methods hackers are using, and software updates or hardware up keep that needs to be done. Improvement and training through innovation or technological advancement. HIM needs the most up to date software and hardware capabilities in order to make their job run smoothly and to protect their patients records. Having high quality within the department creates a more efficient department.
Please include examples to demonstrate your practical understanding of what you have learned and how to apply it.
This chapter really highlighted the importance of having a quality workforce and a quality product. Whether that is in workforce development, data, or continual improvement, HIM professionals should predict and prepare for future challenges, and always have the goal of getting better. I really like the concept of being quality within a department that then spreads out into the work that they produce. Quality control is a universal managerial process for conducting operations to provide stability, to prevent adverse change, and to “maintain the status quo.” Quality control can also be described as “a process for meeting the established goals by evaluating and comparing actual performance and planned performance and taking action on the difference.” I would want to create a kind of open forum where my staff could give input into our yearly goals. I want “Jane” to see her goal listed on the next year’s perspective goals list and Jane want to rally her coworkers to help that goal be achieved. When people have ownership in goals they are met faster and more efficiently.
Peer# 2
Part 1: Briefly explain the philosophies of Deming, Juran, and Crosby.
Provide at least one practical example demonstrating how you might apply one or more of them in a health care-related context. Be as specific as possible.
Edwards Deming:
Demings philosophy is mainly focused on manufacturing production. He implemented a process which any potential problems during production needs to be fixed before completion, or it would not be eligible for use. While this philosophy is meant for production, it also is consistently used in the workplace. If an ongoing issue is happening within the ER due to a new charting system, the directors would investigate the problem to try and seek a solution. If a solution is not found and the issues are still ongoing, the ER would have to switch to a different system that would work for their employees, as well as patients. Edwards Deming also provides 14 principles for a successful quality management program. This program initiates staff to work with each other, along with management to ensure great teamwork and high quality programs.
Joseph Juran:
Joseph Juran stated the “quality trilogy” (Davis,2020). Addressing every quality management program should have a strong build of quality planning, control, and improvement. Juran believes that a program is only successful if it is accepted by the entire organization. He stresses that when a program is implemented, it should not only be important for administrators, but all other staff as well. This is very important to understand because if a new policy is carried through, every employee is obligated to respect it. If there is a group of employees who disagree with the new policy, it could create a wall in the teamwork, resulting in a poor quality program.
Philip Crosby:
Philip Crosby addresses the importance of education within the organization. His term “zero defects” explains that if everyone within the workplace, (management, employees, administrators) give motivation into continuing their education regarding the program, it would result in high quality service for the organization as well as the patients. Keeping the staffs education up to date would avoid any unnecessary defects within the program.
Part 2: The Health Information Management (HIM) department performs many processes or functions in its role to ultimately provide quality and efficient patient care.
Discuss at least two ways through which both performance quality and efficiency are simultaneously enhanced WITHIN an HIM department, contributing to the resulting value of care delivered to patients – that is high quality care outcomes at a more economical cost.
Please include examples to demonstrate your practical understanding of what you have learned and how to apply it.
1. Keeping all staff members in training to improve their knowledge as well as new imports to the program would enhance quality within the department. Trainings are necessary with every career to establish comfort with whatever is being practiced. Without comfort would come issues like confusion, mistakes, and no motivation to get the job done correctly. New programs are outputted everyday, without continuous trainings the employees would not know how to efficiently perform their work tasks and would decrease the quality output. My job has trainings every year, updating us on workplace policies and procedures to ensure we understand how to do our job efficiently, and to ensure that patients are receiving the great quality care they deserve.
2. Meetings within the department improve quality and efficiency as well. Meeting with the staff every so often would assist giving real-time feedback to the employees so they can understand what they are doing correctly, and what needs improvement. When these meetings are organized, it gives the employees opportunities to discuss questions or concerns they have with the administrators, hopefully leaving everyone with a smooth operation to follow by. Conducting things like this could keep organizations set on their goals and allow room for education on these goals. Having a goal as an organization helps members strive to perform their best, enhances the work being performed, and helps the organization improve their work and keep it on a high level.
The chapter really enhanced my understanding on how important quality management is. Without the proper tools for success, organizations would easily fall and wouldn’t be able to keep up with real time issues. Without Deming, Juran, and Crosby there would be missing pieces within quality improvement, decreasing the chances of enhancing the quality of an organization. This chapter made me realize that trainings, meetings, and following steps to provide quality improvement is vital to an organization and its employees. I think that HIM professionals should give their employees the motivation to strive in their career, whether that be with goals, establishing committees for employees to partake in, or exhibiting consensus building exercises for the team to be able to brainstorm ideas for improvement. This gives their employees the availability to take action, feeling like they are a vital part of the organization, and motivating them to use their voice to improve their workplace.