Case Study

Alliant Health System: A Vision of Total Quality
M. Junaid Khan SP09-BS(BA)-015 BBA-7 Submitted to: Sir Aamir Saeed

COMSATS University of Information and Technology, Wah Campus

Credentials. Quality Improvement Teams were empowered in 1989. and + for patient satisfaction. Different leading medical / Schools executive in the country toured to them to improve their own TQM efforts. Effectiveness. First 19 teams used their own problem solving techniques. Each hospital department was asked to develop key indicators to measure the success in improving performance in each of the CARES+ categories. Alliant also made its reputation by sponsoring the annual National Quality Convention. Safety / risk management. Resource utilization. laboratory response time. clinical practices and information systems to support the TQM process.EQUIP: Employee Quality Improvement Process (EQUIP). Q1: What methods Alliant used for TQM? Answer: Alliant faced two main issues.Summary Alliant was the first US organization which tries to implement the concept of Total Quality Management. for which they used four of the following methods given bellow:1. or simplifying work practices. But Miller’s quality organization adopted Florida Power & Light’s seven step methodology for quality improvement. Appropriateness. It won first annual healthcare forum / Witt commitment to Quality award.CARES+: CARES+ covers the main dimensions of quality that could be measured and improved. CEO and Management team remained self-critical about the results. Alliant’s President. it was an alliant’s employee suggestion program in which any employee under vice presidential level was able to give an idea for increasing revenue. and long queens in the emergency room.QIT: To handle most problems of hospital life such as crowded waiting rooms. cutting costs. It’s a basic outline of quality goal-setting and review. . 3. 2. few of which resulted spinning. due which many visitors in hundreds of amount visited them. Rod Wolford.

The I/T Context: 2. Alliant’s administrative and clinical computing support was provided by the hospital information systems (HIS) department. .Critical Paths: Majority of the hospital resources were allocated by physicians.I/T Strategy: 3. Alliant used the following performance measures:1. Wolford and his executive team decided to expand on an innovation in clinical treatment management is called Critical Paths (CP). None of the programs previous than 1990 were successful in medical treatment or decreasing associated costs. a fiction. making accountability. Some executives believed that the matrix management structure clouded responsibility. word processing. Q2: What were the performance measures in Alliant? Answer: Wolford saw IT as a key in future strength of TQM at alliant.4. and medical laboratories etc.Current I/T Initiatives: Q3: How it effect the system? Answer: Alliant’s TQM program had been successful in committing the staff to quality. which had the responsibility of medical records. library. Goals and objective were obtained over TQM’s five years beyond the organization desires.