The Quality Improvement Process

THE GROWTH OF CHRONIC WASTE 5.4 THE INITIATIVES OF THE 1980S 5.5 Lessons Learned 5.5 The Rate of Improvement Is Decisive 5.5 THE OUTLOOK FOR THE TWENTY-FIRST CENTURY 5.6 The Emerging Consensus 5.7 THE REMAINDER OF THIS SECTION 5.7 QUALITY IMPROVEMENT: THE BASIC CONCEPTS 5.7 Improvement Distinguished from Control 5.8 All Improvement Takes Place Project by Project 5.8 Quality Improvement Is Applicable Universally 5.8 Quality Improvement Extends to All Parameters 5.9 The Backlog of Improvement Projects Is Huge 5.10 Quality Improvement Does Not Come Free 5.10 Reduction in Chronic Waste Is Not Capital-Intensive 5.10 The Return on Investment Is Among the Highest 5.10 The Major Gains Come from the Vital Few Projects 5.11 QUALITY IMPROVEMENT—SOME INHIBITORS 5.11 Disillusioned by the Failures 5.11 “Higher Quality Costs More” 5.11 The Illusion of Delegation 5.11 Employee Apprehensions 5.11 SECURING UPPER MANAGEMENT APPROVAL AND PARTICIPATION 5.12 Awareness: Proof of the Need 5.12 The Size of the Chronic Waste 5.13 The Potential Return on Investment 5.13 Use of Bellwether Projects 5.14 Getting the Cost Figures 5.14 Languages in the Hierarchy 5.14 Presentations to Upper Managers 5.15 MOBILIZING FOR QUALITY IMPROVEMENT