Quality Management Benefits

Quality Management Benefits

Carrison K.S. Tong (Pamela Youde Nethersole Eastern Hospital, HK) and Eric T.T. Wong (Hong Kong Polytechnic Institute, Hong Kong)
DOI: 10.4018/978-1-59904-672-3.ch016
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Abstract

To illustrate the benefits of implementing QM in PACS, a successful case based on the Six Sigma approach is given below. It involves a project aiming at the 2005 Hong Kong Quality Management Award. A brief description of the Award and its judging criteria is given, followed by an outline of the Grand Award holder’s submission and the Project Leader’s clarification of project-related issues during the Judging Panel interview. Hong Kong Quality Management Association and the Hong Kong Productivity Council have jointly organized the “Hong Kong Quality Management Convention” on a bi-annual basis at the Hong Kong Convention and Exhibition Centre since 1991. The Convention is a renowned quality event in Hong Kong with active participation from both Hong Kong and Mainland China (e.g. over hundred of delegates from various cities of China in 2003). With the rapid development of quality circles in local organizations, the Hong Kong Quality Circle Award was introduced in 1993, being the exclusive award to recognize employees’ effort and contribution towards the improvement of productivity in their industry via quality circles. The purpose of the Award is to reward employees’ contribution in quality enhancement and to recognize the companies’ commitment in quality management. Over the years, award-winners have been recognized for their determination to tackle issues from the grass-root level in pursuit of operational efficiency and effectiveness. This Award offers the participating companies excellent opportunities to benchmark their quality practice among their counterparts and enhance their competitive advantage in their industry. It also improves their corporate image and enhances the morale of the circle members. Organizations with principal activities based in Hong Kong are eligible to compete for the Award. The final and binding decisions on the award are vested with the Hong Kong Quality Management Association and the Hong Kong Productivity Council. To qualify for the award, the participants have to undergo a stringent adjudication process.
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Background

To illustrate the benefits of implementing QM in PACS, a successful case based on the Six Sigma approach is given below. It involves a project aiming at the 2005 Hong Kong Quality Management Award. A brief description of the Award and its judging criteria is given, followed by an outline of the Grand Award holder’s submission and the Project Leader’s clarification of project-related issues during the Judging Panel interview.

Hong Kong Quality Management Association and the Hong Kong Productivity Council have jointly organized the “Hong Kong Quality Management Convention” on a bi-annual basis at the Hong Kong Convention and Exhibition Centre since 1991. The Convention is a renowned quality event in Hong Kong with active participation from both Hong Kong and Mainland China (e.g. over hundred of delegates from various cities of China in 2003).

With the rapid development of quality circles in local organizations, the Hong Kong Quality Circle Award was introduced in 1993, being the exclusive award to recognize employees’ effort and contribution towards the improvement of productivity in their industry via quality circles. The purpose of the Award is to reward employees’ contribution in quality enhancement and to recognize the companies’ commitment in quality management. Over the years, award-winners have been recognized for their determination to tackle issues from the grass-root level in pursuit of operational efficiency and effectiveness.

This Award offers the participating companies excellent opportunities to benchmark their quality practice among their counterparts and enhance their competitive advantage in their industry. It also improves their corporate image and enhances the morale of the circle members. Organizations with principal activities based in Hong Kong are eligible to compete for the Award. The final and binding decisions on the award are vested with the Hong Kong Quality Management Association and the Hong Kong Productivity Council. To qualify for the award, the participants have to undergo a stringent adjudication process.

The adjudication criteria are shown in Table 1. The total Awards comprise one Grand QC Award and four QC Awards. Five best teams among the applications would be selected by a panel of judges based on the adjudication criteria to award the QC Award. The panel of judges comprises academic staff from four local universities and public listed company CEOs representing professional bodies such as the Association for the Promotion of Small and Medium Enterprises (SMEs) and the Toy Manufacturers Association. The Government of Hong Kong Special Administration Region has defined a small and medium enterprise (SME) as a manufacturing business that employs fewer than 100 persons or a non-manufacturing business that employs fewer than 50 persons in Hong Kong (HK SAR Government, 2005).

Table 1.
Judging criteria for the 2005 Quality Circle (QC) Award
QC ActivitiesEvaluation CriteriaMax. Scores
Team Work• Meetings are regularly held and with good attendance rate.
• Members’ suggestions are implemented and adopted for improvement.
• Advice or help is sought from internal or external parties.
5
Project Selection• Project selection based on assessment of background information, organizational constraints and previous statistics.
• Project meets sectional or departmental requirements.
5
Problem Identification• Problems are clearly identified and defined.
• Specific targets are formulated.
10
Analytical Techniques• Analytical techniques and methodology such as graph, Fishbone Diagram, Pareto Diagram, check sheet, chart, etc are effectively used.
• Systematic approach in identifying and verifying the most probable causes is adopted, with proper application of the Plan-Do-Check-Action (PDCA) approach.
10
Improvement Initiatives and Implementation• Alternative solutions are stated.
• Solutions are properly evaluated.
• Recommended solution is sound and practical.
• Solutions are creative and innovative.
15
Results Achieved• Tangible results have been achieved.
• Intangible results have been achieved.
• Variation (s) between results and original target (s) is explained.
25
Standardization• Standardization is realized through changes in procedures or other arrangements.
• Follow-up actions are taken to ensure compliance with new procedures.
10
Self-examination and
Future Plans
• Teams are aware of their problems.
• Difficulties in accomplishing the project are considered.
• Teams’ next project is stated and sufficient reasons are given. Alternatives to overcome its limitations and problems are considered.
10
Report Presentation• Professionalism in data collection and analysis are demonstrated.10
Overall100

Complete Chapter List

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Table of Contents
Chapter 1
Introduction  (pages 1-27)
Carrison K.S. Tong, Eric T.T. Wong
Picture archiving and communications system (PACS) is a filmless and computerized method of communicating and storing medical image data such as... Sample PDF
Introduction
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Chapter 2
Carrison K.S. Tong, Eric T.T. Wong
The protection of information for a healthcare organization, in any form, while in storage, processing, or transport, from being available to any... Sample PDF
ISO 27000 Information Security Management System
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Chapter 3
Carrison K.S. Tong, Eric T.T. Wong
PACS disasters can, and do, appear in a variety of forms including storage hard disk failure, file corruption, network breakdown, and server... Sample PDF
High Availability Technologies for PACS
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Chapter 4
Carrison K.S. Tong, Eric T.T. Wong
Fundamental to ISO 27000 (ISO/IEC 27001:2005, 2005) is the concept of an information security management system (ISMS). The information security... Sample PDF
Implementation of Information Security Management System (ISMS)
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Chapter 5
Carrison K.S. Tong, Eric T.T. Wong
Filmless hospital is transforming at an unprecedented rate. Physicians, nurses, clinicians, pharmacists, radiologists, emergency departments, local... Sample PDF
Planning for a Filmless Hospital
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Chapter 6
Carrison K.S. Tong, Eric T.T. Wong
More rapidly than any technological advance in medical history, filmless hospital is changing the clinical and business aspects of radiology... Sample PDF
Design of a Filmless Hospital
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Chapter 7
Carrison K.S. Tong, Eric T.T. Wong
A PACS has tremendous benefits (Bryan, Weatherburn, Watkins, Buxton, 1999) and values outside of radiology as well as internally. The biggest... Sample PDF
Implementation of Filmless Hospital
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Chapter 8
Carrison K.S. Tong, Eric T.T. Wong
As PACS gains widespread use, the importance of Quality Control (QC), Quality Assurance (QA), and Business Continuity Plan (BCP) in PACS is rising.... Sample PDF
Quality Control, Quality Assurance, and Business Continuity Plan in PACS
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Chapter 9
PACS Quality Dimensions  (pages 140-153)
Carrison K.S. Tong, Eric T.T. Wong
A large number of studies have attempted to identify the factors that contribute to good PACS quality, such as that shown by Reiner et al (2003).... Sample PDF
PACS Quality Dimensions
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Chapter 10
Customer Oriented PACS  (pages 154-169)
Carrison K.S. Tong, Eric T.T. Wong
During the early development phase of PACS, its implementation was mainly a matter of the radiology department. This is changing rapidly, and PACS... Sample PDF
Customer Oriented PACS
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Chapter 11
Carrison K.S. Tong, Eric T.T. Wong
Nowadays it is hard to think of any applications in modern society in which electronic systems do not play a significant role. In aerospace and... Sample PDF
Design for PACS Reliability
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Chapter 12
Carrison K.S. Tong, Eric T.T. Wong
There are some medical errors for which preventability is rarely questioned. These include medical errors such as wrong site surgery, wrong... Sample PDF
PACS Failure Mode and Effects
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Chapter 13
Carrison K.S. Tong, Eric T.T. Wong
Economically speaking, it is interesting to see that over the years, the question as to whether PACS is cost-justifiable has not been easier to... Sample PDF
PACS Network Traffic Control
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Chapter 14
Human Factors and Culture  (pages 225-243)
Carrison K.S. Tong, Eric T.T. Wong
Human factors engineering (HFE) is the science of designing systems to fit human capabilities and limitations. These include limitations in... Sample PDF
Human Factors and Culture
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Chapter 15
PACS Monitoring  (pages 244-263)
Carrison K.S. Tong, Eric T.T. Wong
The present study advocates the application of statistical process control (SPC) as a performance monitoring tool for a PACS. The objective of... Sample PDF
PACS Monitoring
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Chapter 16
Carrison K.S. Tong, Eric T.T. Wong
To illustrate the benefits of implementing QM in PACS, a successful case based on the Six Sigma approach is given below. It involves a project... Sample PDF
Quality Management Benefits
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Chapter 17
Epilogue  (pages 288-297)
Carrison K.S. Tong, Eric T.T. Wong
Today’s filmless radiology through PACS provides greater speed and superior image quality. However, when workflow is encumbered by inefficiencies... Sample PDF
Epilogue
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Appendix A
Appendix B
Appendix C
About the Authors