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Deming's 14 Points As Applied To Healthcare

1. Create constancy of purpose for improvement of service
  • Define who the organization serves and set specific standards of service
  • The board must “hold the purpose constant”
  • Constant improvement becomes the organization’s new and entire purpose

2. Adopt the new philosophy
  • Train everyone

3. Cease dependence on mass inspection
  • Develop statistical measures of quality and institute a system of performance monitoring, including customers’ assessment

4. End the practice of awarding business based on the price tag alone
  • Develop relationships with vendors

5. Improve constantly
  • CQI is an ongoing effort

6. Institute and restructure training
  • Train top management and department heads in CQI principles and methods
  • Train facilitators to assist CQI teams

7. Improve supervision
  • Supervisors need to help people on the job
  • Supervisors should seek causes of problems, not chase anecdotes
  • Supervisors need to know how to use quality data and work on CAI teams

8. Drive out fear
  • Break down class distinctions, especially physicians vs. non-physicians

9. Break down barriers between departments
  • Use multidisciplinary CQI teams in which people learn about each other and seek solutions

10. Eliminate slogans, exhortations, and targets for the workforce
  • Instead, communicate accomplishments

11. Eliminate numerical quotas

12. Remove barriers to pride of workmanship

13. Institute rigorous education and retraining

14. Take action to accomplish the transformation

  • Create a top management structure to drive the process

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