Professional Documents
Culture Documents
Managing Quality
DISCUSSION QUESTIONS our second choice. The third is “methods”—not giving goals
without providing the methods to achieve them.
1. Higher quality leads to greater demand, to greater market
4. Seven concepts for an effective TQM program: continuous
share, to greater economies of scale. Additionally, higher quality
improvement, Six Sigma, employee empowerment, benchmark-
leads to less scrap, rework, and warranty cost, hence to less input
ing, just-in-time, Taguchi concepts, and knowledge of TQM tools.
required for same output.
The 14 points were Deming’s way of showing how he implement-
2. ed TQM.
Baldrige Award Categories, Items, and Point Values 5. Deming (14 points, leadership and training; good workers
Categories/Items Point Values cannot overcome bad processes); Crosby (Quality is Free—the
cost of poor quality is underestimated); and Juran (top manage-
1.0 Leadership 120
ment involvement in quality is vital).
1.1 Senior Leadership 70
6. The seven tools of TQM are:
1.2 Governance and Social Responsibilities 50
2.0 Strategic Planning 85 ◼ Checksheet
2.1 Strategy Development 40 ◼ Scatter diagram
2.2 Strategy Deployment 45 ◼ Histograms
3.0 Customer and Market Focus 85 ◼ Pareto charts
3.1 Customer and Market Knowledge 40 ◼ Flow charts
3.2 Customer Relationships and Satisfaction 45 ◼ Cause-and-effect diagrams
4.0 Measurement, Analysis, and Knowledge 90 ◼ Statistical process control chart
Management
7. If there is fear, people will not bring up problems. If there is
4.1 Measurement, Analysis, and Improvement of
no pride in work, there is no motivation. If management does not
Organizational Performance 45
lead by example, why should employees care?
4.2 Management of Information, Information
Technology, and Knowledge 45 8. A university can seek to control the quality of its graduates by:
5.0 Workforce Focus 85 ◼ Setting specific goals for its overall accomplishments
5.1 Workforce Engagement 45 ◼ Employing quality faculty
5.2 Workforce Environment 40 ◼ Setting appropriate standards (prerequisites, GPA, required
6.0 Process Management 85 credit hours, etc.)
6.1 Work Systems Design 35 ◼ Employing appropriate evaluation devices (quizzes, exam-
6.2 Work Process Mngt. and Improvement 50 inations, term papers, etc.)
7.0 Results 450
9. Philip B. Crosby believed that quality is free because, on bal-
7.1 Product and Service Outcomes 100
7.2 Customer-Focused Outcomes 70
ance, the quality (doing things right the first time) costs only a frac-
7.3 Financial and Market Outcomes 70
tion of the benefits. The cost of poor quality is vastly understated,
7.4 Workforce-Focused Outcomes 70 which makes good quality free.
7.5 Process Effectiveness Outcomes 70 10. Quality robustness, quality loss function, and target-oriented
7.6 Leadership Outcomes 70 quality.
Total Points 1000 11. A Pareto chart’s purpose is to identify the critical problems
Source: Malcolm Baldrige National Quality Award 2007 Criteria for and separate them from the less important ones.
Performance Excellence, at www.quality.nist.gov. 12. Ishikawa “causes”: material, machinery/equipment, methods,
and manpower.
3. Of Deming’s 14 points, “finding problems” is certainly one of
the three. The selection of the other two is not as clear-cut. Many 13. Inspect at your supplier’s plant while the supplier is produc-
ing, inspect at your facility upon receipt of goods from your suppli-
would say “reducing fear” is important, but its purpose is really to
er, inspect before costly or irreversible processes, inspect during the
find problems. The first point, on getting management to put forth
common goals and stick with them—“constancy of purpose”—is step-by-step production process, inspect when production or service
is complete, and inspect before delivery from your facility; all work
65 Copyright © 2014 Pearson Canada Inc.
66 CHAPTER 6 MANAGING QUALITY
well in manufacturing. Inspection at point of customer contact does ◼ Is th# bathroom tub and show#r spotl#ssly cl#an?
not. ◼ How many minut#s do#s it tak# to g#t coff## aft#r th#
14. The design and delivery of service can make a difference on gu#st sits down for br#akfast?
◼ Did th# wait#r mak# #y# contact?
the tangible components of service, containing the determinants of
◼ W#r# Minibar charg#s post#d corr#ctly on th# bill?.
service quality in the process design, managing expectations, and
having alternate plans for exceptions. #stablish#d standards, aggr#ssiv# training, and insp#ctions
15. Source inspection: consistent with the concept of employee ar# part of th# TQM #ffort at th#s# hot#ls. Quality do#s not
empowerment, individual employees self-check their work and happ#n by accid#nt.
verify the work of the employee preceding them.
16. According to Berry, Zeithaml, and Parasuraman, the 10 There are 189 total e’s, each identified by a # sign: 3 are in
determinants of service quality are: the title, 18 in the 1st paragraph, 62 in the 2nd, 50 in the 3rd, and
◼ Reliability 56 in the list and last paragraph.
◼ Responsiveness
◼ Competence
◼ Access ETHICAL DILEMMA
◼ Courtesy The ethics issue here is certainly less clear than some of the
◼ Communication equally prominant situations that have arisen in the past few
◼ Credibility decades. Some of these are
◼ Security
◼ The asbestos litigation of 2003 cost over $200 billion and
◼ Understanding/knowing the customer
sent nine defendants out of business.
◼ Tangibles
◼ Firestone discounted sales of defective tires to the South-
17. If one adopts a definition of quality based upon “satisfying east U.S. and recalls of 13.5 million tires cost $200 million.
stated or implied needs,” it is difficult to imagine any product that ◼ A.H. Robins’s Dalkon Shield intrauterine device (IUD) re-
would not be required to be of high quality. sulted in 18 U.S. deaths and 11,000 lawsuits. It forced
18. The formula: L = D2C portrays a loss that increases at an Robins into Chapter 11 bankruptcy reorganization. Searles’s
increasing rate the further we get from the desired target. similar product, the Copper 7, was pulled from the U.S.
19. Counting the number of E’s in the OM in Action box. market, then sold overseas.
Is McDonald’s at fault? Students can do a web search and find
RICH#Y INT#RNATIONAL’S SPI#S numerous articles on these lawsuits. It appears that the company
How do luxury hot#ls maintain quality? Th#y insp#ct. But should have had a presumption of danger to customers from the
wh#n th# product is on#-on-on# s#rvic#, larg#ly d#p#nd#nt on scalding hot coffee. . However, “good” coffee is apparently pre-
p#rsonal b#havior, how do you insp#ct? You hir# spi#s! pared with very hot water.
Rich#y Int#rnational is th# spy. Pr#f#rr#d Hot#ls and See the text discussion regarding perspective of quality: User
R#sorts Worldwid# and Int#rcontin#ntal Hot#ls hav# both based (quality is in the eyes of the beholder); manufacturing based
hir#d Rich#y to do quality #valuations via spying. Rich#y (quality conforms to standards); and product based (quality is
#mploy##s posing as custom#rs p#rform th# insp#ctions. precise and measurable).
How#v#r, #v#n th#n manag#m#nt must hav# #stablish#d what
th# custom#r #xp#cts and sp#cific s#rvic#s that yi#ld custom#r
satisfaction. Only th#n do manag#rs know wh#r# and how to Active Model Exercise*
insp#ct. Aggr#ssiv# training and obj#ctiv# insp#ctions
r#inforc# b#havior that will m##t thos# custom#r ACTIVE MODEL 6.1: Pareto Charts
#xp#ctations. 1. What percentage of overall defects do the room service com-
Th# hot#ls us# Rich#y’s und#rcov#r insp#ctors to #nsur# plaints account for?
p#rformanc# to #xacting standards. Th# hot#ls do not know 72%
wh#n th# #valuators will arriv#. Nor what alias#s th#y will 2. If we could reduce the room service complaints in half how
us#. Ov#r 50 diff#r#nt standards ar# #valuat#d b#for# th# does this affect the chart?
insp#ctors #v#n ch#ck-in at a luxury hot#l. Ov#r th# n#xt 24 The bar for room service is cut in half. The cumulative
hours, using ch#ck lists, tap# r#cordings, and photos, writt#n curve begins lower and has a steeper build.
r#ports ar# pr#par#d. Th# r#ports includ# #valuation of stan-
dards such as:
◼ Do#s th# doorman gr##t #ach gu#st in l#ss than 30
s#conds? *This Active Model can be found on www.myomlab.com.
◼ Do#s th# front d#sk cl#rk us# th# gu#st’s nam# during
ch#ck-in?
(b) The check sheet results can be sorted into a descending Running light 14
frequency table. Speeding 13
Honking horn when light turns green 12
Other 11
Blocking intersection on red 10
Failure to yield on left turn 8
No stop when turning right on red light 8
No turn signal 8
Not observing light when it turns green 6
Appear to go through light but stop suddenly 4
Turning from wrong lane 2
A Pareto chart like that shown below can illustrate the major habits that dominate the behavior. Note: A classic
Pareto chart would include a cumulative probability line.
Freq. of Occurrence
6.8 Cause-and-effect diagram (also known as a fish-bone chart or an Ishikawa diagram) for a dissatisfied
airline customer.
6.10 Student answers will depend upon how broadly they define
“registration.” (Is fee payment included? Is academic advising
included?) Manpower issues might include rudeness, lateness,
missing appointments, incompetence. Methods issues might in-
clude excessive red tape, tasks that don’t make sense, rules that
contradict one another, rules that are impossible to interpret or
implement, low enrollment caps on classes, administrators that are
inflexible with exceptions. Machinery issues might include regis-
tration computers that are slow or broken, printer issues, etc. Ma-
terial issues might include too few classes at selected hours, forms
that can’t be found, etc.
6.11 A potential chart might look like that shown below. Each
student will brainstorm different bones in the chart, depending on
the particular experiences and systems of the situation.
6.12 6.13
(a)
6.17 Conversion of data into percentages in the first step: Machinery, Material, Manpower, or Methods (the way
45 the passenger is treated).
Cramped seats = = .087
519
16
Cost = = .031
519
57
Dislike/fear flying = = .110
519
119
Security = = .229
519
12
Poor service = = .023
519
8 (d) Start with most frequent complaints from the Pareto
Connections = = .015 chart over which you have control as the manager of the
519 airline: late planes, cramped seats, and overcrowding.
42 These comprise about 28% of the dislikes. Security is
Overcrowded planes = = .081 mostly outside an airline’s control.
519
57 ADDITIONAL HOMEWORK PROBLEMS*
Late planes/waits = = .110
519 These problems appear on www.myomlab.com.
6.18 The idea is to take six shirts or blouses and inspect them for
7
Food = = .013 poor stitching, misaligned seams, errors in buttons or buttonholes,
519 collar alignment, etc., and indicate the problems on a shirt template.
7 6.19 Individual response, but any retail situation should provide a
Luggage = = .013 rich set of examples: average service time in a bank, uniform in-
519
spection in a restaurant or band, guest response form in a hotel,
51 faculty evaluation form in a college, etc.
Other = = .098
519 6.20
Note that each person had only one complaint.
(a) The above dislikes total to .81 or 81%. So 19% stated
no dislikes (this represents 98 responses).
[So 519 – 421 = 98/519 = 19%].
(b) Pareto Chart
6.21
(c) Fishbone. Note that not at all of these are easily as-
signed to a specific M. “Fear or dislike of flying” may be
*Note to instructor: To broaden the selection of problems, these 4
problems are also available to you and your students.
Copyright © 2014 Pearson Canada Inc.
74 CHAPTER 6 MANAGING QUALITY
CASE STUDY
Table 2
Items in Weighted Descending Order
Entertainment 8 14 Seats —
3 Student Behavior 9 Parking —
2 Crowded 5 Need Sky Boxes —
1 Cheerleaders 5 Other 1
1 Programs 2 Bathroom —
Band 1 1 Traffic —
Coach 3
Food
3 Access/Variety —
1 Quality 1
1 Price —
Copyright © 2014 Pearson Canada Inc.
CHAPTER 6 MANAGING QUALITY 75
Table 4
Results in Descending Order
(Most negative to least negative)
Seats 14
Parking 9
Need Sky Boxes 5
Other Facilities 5
Student Behavior 3
Access/Variety 3
Crowded 2
Bathrooms 2
Cheerleaders 1
Programs 1
Traffic 1
Quality 1
Price 1
Band
Coach
1 THE CULTURE OF QUALITY AT ARNOLD ◼Quality standards that can be published, measured, and
PALMER HOSPITAL compared.
The Arnold Palmer Hospital (APH) video for this case (10 ◼ Customer focus: Procedures to review patient quality care.
minutes) is available from Prentice Hall, as well as on ◼ TQM tools techniques that foster quality;
www.myomlab.com. Also note that the Global Company Profile Measurements for the cost of quality;
that opens this chapter highlights additional issues of quality Plans for dealing with safety and liability problems so
related to APH. they are studied and not allowed to repeat.
1. Why is it important for APH to get the patient’s assessment of Process controls for such areas as lab tests and pharmacy
health care quality? Does the patient have the expertise to judge prescription errors.
the health care she receives? Effective supplier evaluation and development.
The patient’s assessment of health care quality may drive where JIT suppliers.
the patient goes the next time services are needed. Patient Employee fulfillment:
complaints may drive an entire medical practice (for example, a ◼ Employee quality circles and programs.
group of 20 OB/GYNs) to send all their patients to a competing ◼ Quality improvement teams that cover all functional areas.
hospital. Patients cannot accurately judge all aspects of their ◼ Empowered employees
medical care, or the care of their child, but they can certainly 3. What techniques does APH practice in its drive for quality
judge cleanliness, comfort, response times, food, appearances of and continuous improvement?
competence, staffing shortages, politeness, billing errors, bed wait
◼ uses benchmarking very effectively.
times, etc.
◼ employs an executive “dashboard” scoreboard to keep
2. How would you build a culture of quality in an organization track of major indices of quality.
including APH? ◼ a 24-hour hotline system for patients to reach administra-
To build a culture of quality in a hospital you need (see Figure 6.2 tors to report problems.
for a model to build on in class): ◼ carefully selects and trains its employees and imbues them
Organizational Practice: with the hospital’s quality credo.
◼ Leadership: Top down support for a total quality manage- ◼ empowers employees at all levels to deal with problems of
ment plan. quality immediately (providing up to $200 in gifts to
◼ Staff support: Good hiring policies that only select the best satisfy patients/customers).
skilled, warmest, most caring, reliable staff. ◼ makes extensive use of the tools of quality described in this
◼ A quality plan that is part of the overall strategic plan for chapter, especially Pareto and process charts.
the hospital. 4. Develop a fishbone diagram illustrating the quality variables
for a patient who just gave birth at APH.
2 QUALITY AT THE RITZ-CARLTON HOTEL 5. Some nonfinancial measures of quality might include those
noted above: room service, food quality, customer complaints, etc.
The Ritz-Carlton video (7 minutes) is available from Prentice Hall
and is also on www.myomlab.com.
As an introductory note, students may appreciate the following.
ADDITIONAL CASE STUDY*
The cost of poor service is tremendous, and the cost is WESTOVER ELECTRICAL, INC.
magnified by the negative impact unsatisfied customers have on Note: This is a case that can be used as an introduction to TQM
prospective customers, as noted in the following example from tools or after the tools are introduced as a learning tool demon-
Southwest Airlines. strating how Pareto analysis, control charts, and cause-and-effect
How important is every Customer to our future? Our Finance charts are used.
Department reports that our break-even Customer per flight in
1994 was 74.5, which means that, on average, only when Customer Pareto Analysis by Winder
#75 came on board did a flight become profitable. Defect Combined W1 W2 W3
Aside from that statistical data, let me share with you a down-
Abraded Wire 81 3 2 76
to-earth formula devised by our Dallas chief pilot, Ken Gile. It
Failed Electrical Test 66 1 3 62
utilizes our annual profit and total flights flown to clearly illustrate
Broken Lead 66 62 2 2
how vital each Customer is to our profitability and our very
Wrong Wire 22 2 19 1
existence.
Broken Winder 10 3 7 0
When you divide our 1994 annual profit by total flights flown,
Tow Wire 9 5 4 0
you get profit per flight
Wrong Core 7 1 5 1
Totals 261 77 42 142
$179,331,000 (annual profit)
= $287 (profit per flight)
624,476 (total flights flown) Analysis by Winder:
◼ Broken leads is a Winder 1 problem (94% of all broken leads
Then, divide per flight by Southwestern’s system-wide aver- and 81% of Winder 1 problems)
age one-way fare of $58: ◼ Wrong wire is a Winder 2 problem (86% of all wrong wires
and 45% of Winder 2 problems)
$287 (profit per flight) ◼ Abraded wire and failed electrical test appear to be correlated
= 5 (one-way fares)
$58 (average one-way fares) and to be a Winder 3 problem (54% and 44% of all Winder 3
problems, respectively).
The bottom line, only five Customers per flight accounted for
our total 1994 profit! Analysis by Time:
◼ Wrong wire and wrong core rejects occurred mainly at first of
Source: Freiburg, Kevin, and Jackie Freiburg, “Nuts! Southwest Airlines’ month on Winder 2 (17/19 before 10th).
Crazy Recipe for Business and Personal Success,” Bard Press, 1996, p. 120.
Control Charts:
1. The Ritz-Carlton can monitor quality in the short run ◼ Could use p chart if it is assumed that any one defect results in
by customer feedback. Questionnaires in the room, follow-up a defective unit, and there is no more than one defect per in-
letters and phone calls by independent services, tracking com- spected unit. Could use c chart to plot number of defects per
plaints, and ultimately by occupancy rates. There are, of course, sample. Must do separate chart for each Winder.
objective measures in many aspects of hotel operations. These
include room cleanliness, quality of food, accuracy of billing, and Cause-and-Effect Chart:
reservations. ◼ At least mention.
61 Epileptic and focal spasms subsequently developed, which shows that a new
inflammatory or other destructive process may have set in in the vicinity of the
emptied sac.
The uncertainties of localization in some districts of the brain are so
great that a number of attempts to repeat the explorations and
aspiration of Wernicke and Gussenbauer have failed. In one case
recently operated on in New York City the aspirating-needle was run
into the brain-substance in several different directions without
striking the pus. It is a question under such circumstances whether
the chances of an abscess becoming latent, minimal though they be
in cases with pronounced signs, are not to be preferred to those
which an uncertain operation can give. The superficial encephalitic
foci offer far better opportunities for surgical triumphs. Here not only
the symptoms are much more constant, and point more unerringly to
the site of the morbid spot, but there are often other signs, such as
the evidences of impaction of a foreign body, local tenderness on
percussion, or bone disease, which aid in determining the proper
spot for the application of the trephine. Several operations where
traumatic encephalitis existed with or without leptomeningitis of the
convexity, followed by complete recovery, were performed by
Macewen.62
62 The Lancet, 1885, vol. i. p. 881.
Benefit has been claimed from the energetic use of mercury, chiefly
in the form of calomel, by older writers; and recently Handfield Jones
has endorsed its administration, attributing to it a remission in a case
in which it was employed. It must be remembered, however, that
remissions occur spontaneously in this disease, and that the
purgative action of calomel may act well for the time being in an
affection so apt to be associated with hyperæmia and increased
cerebral pressure as is an abscess of the brain.63 In the nature of the
case, even this latter momentarily beneficial effect is at the best
temporary.
63 Brain, October, 1884, p. 398.
The prophylaxis of cerebral abscess can be carried out only in cases
due to cranial and aural affections. The importance of treating all
scalp and cranial injuries under aseptic64 precautions is recognized
by all surgeons. It is generally admitted that the trephining of a bone
suspected to be the site of an ostitic or necrotic process involves
fewer risks than the allowing it to remain. Similar principles govern
the treatment of the inflammatory involvement of the mastoid cells
often complicating otitis media. If trephined at all, these should be
trephined at the earliest moment. It was a belief among the older
aurists that the sudden cessation of an aural discharge was of evil
augury, and that cerebral complications were more apt to follow
under such circumstances than when the ear discharged freely. Von
Tröltsch, Politzer, Gruber, and Toynbee have opposed the exclusive
application of the old dogma. In so far as the older ear-surgeons
regarded a profuse aural discharge as an encouraging sign, in this
respect they were of course wrong. But their observation of the
frequent concurrence of cerebral sequelæ with suppression of
discharge is, I think, borne out by a large number of cases. It does
not apply, however, to the suppression of discharge by the rational
employment of aseptic injections.
64 This term is used in its widest sense here.
Spinal Hyperæmia.
The causes of active spinal hyperæmia are either direct, as when the
spinal centres are overtasked by muscular strain either through over-
exertion or through toxic convulsions, surprised by violent shocks,
such as concussion accidents, or collateral, as when a physiological
discharge (menstruation) or a pathological one (hemorrhoidal flux) is
suddenly checked. A few cases are reported where carbonic-oxide-
gas poisoning provoked spinal hyperæmia. But, like the alleged
cases of spinal hyperæmia after continued and exanthematic fevers,
they were probably cases of incipient or established myelitis.
Hammond claims that surface chilling exerts the same congesting
influence on the cord which he claims for the brain; but no definite
observations have been made in this direction.
There is very little question when these symptoms exist for any
length of time, and become aggravated, that more subtle nutritive
changes than are covered by the single term hyperæmia become
responsible for them. In a pure hyperæmia the position-test of
Brown-Séquard, which shows relief when the patient is upright or
prone and aggravation when he is supine, particularly if the
gravitation of blood to the cord be facilitated by raising the head and
extremities, ought to yield constant results. But in some cases,
particularly those of long-standing, the very opposite is noted: the
patient's symptoms are aggravated by standing or sitting up, and
relieved by lying down. Here there is probably exhaustion or
malnutrition of the nerve-elements, rendering them abnormally
sensitive to exertion. This view is supported by the fact that
molecular disturbances, such as those which probably accompany
simple concussion, predispose the patient to the development of the
symptoms of spinal hyperæmia, and aggravate them if established
previous to such accident.
69 It is true that in animals which are so organized that the congestion cannot be
attributed to asphyxia, as I showed (Hammond Prize Essay of the American
Neurological Association, 1878) in some experiments on strychnine, arterial
congestion and small foci of hemorrhage were found in the upper cervical cord of
frogs who had been kept in continuous strychnine tetanus for over seventy days.
Pure spinal hyperæmia rarely presents itself for treatment. The form
due to over-exertion is recovered from by rest in a very short time;
that due to suppressed discharges, by the re-establishment of the
latter or by the application of leeches to the lumbo-sacral and iliac
region. Ergotin is recommended by Hammond in very large doses. It
is a question whether this drug may not exert a bad effect in
protracted cases where its use has to be continued for a long time.72
In using it, it is well to bear in mind that imperfect nutrition of nerve-
elements is perfectly compatible with an increased blood-amount.
72 A young physician, who for a long period took ergotin in twelve-grain doses for the
relief of symptoms regarded as congestive, acquired a tolerance of the drug such as I
have not seen recorded anywhere, and in addition presents some obscure signs of
cerebellar disease and initial optic-nerve atrophy.
Spinal Anæmia.
Anæmia of the cord-substance proper, like hyperæmia, is practically
inseparable from the corresponding condition of the membranes.
The influence of a reduced blood-amount on the functional activity of
the spinal cord is more susceptible of exact demonstration than the
corresponding nutritive disturbance of the brain. As the functions of
this segment of the nervous axis are far simpler than those of the
higher organ, there is more unanimity among observers as to the
interpretation of their disordered states. In Stenon's experiment, and
the more elaborate modifications made by those who have followed
his method, it is found that interference with the supply of arterial
blood to the spinal cord is followed by abolition of the function of the
gray matter; if the supply be still further diminished, the functions of
the white tracts become eliminated; next the peripheral nerves, and
ultimately the muscles themselves, lose their normal excitability. On
the re-establishment of the circulation these various parts regain
their functional capacity in the inverse order of its suspension—the
muscles first, next the nerves, then the white substance, and last the
gray substance of the cord. The initial symptoms of some cases of
myelitis from refrigeration correspond more nearly to such a result of
artificial anæmia of the cord than they do to anything that is
customarily regarded as hyperæmia.73
73 I have seen distinct pallor of the spinal meninges on dipping the posterior
extremities of a dog, whose cord had been exposed, into water. It is to be remarked,
however, that other observers, notably Hammond, have either obtained different
results or interpreted the consequences of refrigeration differently.
How far the spinal cord is liable to suffer from arterial spasm is as yet
a matter of conjecture. It is supposable that just as a powerful
psychical impression provokes a sudden spasm of the cerebral
arteries, so a peripheral irritation may provoke a spasm of the spinal
arteries. In this way the reflex paralyses, motor and vaso-motor, are
explained by many writers.
Special interest has been aroused by the discovery laid down in the
joint treatise of J. W. Mitchell, Morehouse, and Keen of reflex
paralysis following injuries, observed in the War of the Rebellion. The
cases cited by them appear singular on first sight. The paralysis is
often observed in parts of the body which are not only remote from
the seat of injury, but have no direct connection, physiologically or
otherwise, with it. The hand may be injured and the opposite leg
paralyzed.
76 In a case of Mollenhauer's, vesical paralysis and paresis of the right leg occurred
six years ago (1880) in a veteran of our civil war who had a gunshot wound of the
right hand, with signs, which are still present, of occasional exacerbation of brachial
neuritis. Prodromal signs of paresis were noticed at intervals since his return from the
campaign. The bladder trouble and paresis are now apparently stationary. Such a
case can be accounted for only on the assumption of an organic cord-change
secondary to a neuritis.
The theory that the reflex paralysis from utero-ovarian, intestinal, and
surgical affections, when acutely produced, is due to central
anæmia, is as acceptable as any other would be in the absence of
decisive observations.
Spinal anæmia will but rarely present itself as a subject for special
and separate treatment. When not associated with an intrinsically
grave condition, such as aortic obstruction, dysentery, fatal
hemorrhage, or typhoid fever, it is an exceedingly benign affection,
rapidly yielding to tonic and restorative measures combined with
rest.
80 Until authorities shall have agreed as to what effect the exposure of the bodily
periphery to certain temperatures has on the circulation of the cord, it would be
premature to make any special recommendations as to the temperature at which they
should be kept. I am inclined to believe that while, as is universally accepted, a
general cooling of the bodily surface tends to increase vascular fulness in the cord, as
in all other internal organs, a partial cooling, as of the feet, produces local anæmia at
the level of origin of the nerves supplying the cooled part. Certainly, the bilateral
neural effects of unilateral cooling are in favor of this view.