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AJAY DEWANGAN

CQI is an analytical decision making tool which allows you to see when a process is working predictably and when it is not Variation is present in any process, deciding when the variation is natural and when it needs correction is the key to quality control The foundation for CQI was laid by Dr. Walter Shewart working in the Bell Telephone Laboratories in the 1920s conducting research on methods to improve quality and lower costs

QCI is an effective quality technique, which provides a framework for developing, testing and implementing changes leading to improvement CQI based on Customer satisfaction Scientific approach Team approach

CQI's scientific approach are a number of elements including data analysis, systems thinking, benchmarking, and variation The importance of data to CQI is to provide a sound basis for decisions Systems thinking means that even while analyzing separate parts of a process, the relationships among them are still kept in mind It also means that the system's processes are considered more likely to be the cause of problems than are individuals

The main features of the CQI team approach are support from management, worker involvement, and the removal of artificial work boundaries The result of boundary removal is that people from different departments might be on the same team, as might people at different levels in the organization's structure

PDSA CYCLE Check Sheet Cause-and-Effect Diagram House of Quality Flow Chart Pareto Chart Control Charts Brainstorming

PDSA stands for Plan - Do - Study - Act It is also known as the Shewhart cycle , Deming cycle (or C for Check if you prefer to call it a PDCA cycle)

ACT
We integrate the lessons learned from our check or Study. We adjust our methods. We identify what more we need to learn.

PLAN
We identify our purpose and goals. We formulate our theory. We define how we will measure success. We plan our activities.

STUDY
We monitor the outcomes, testing the theory of our plan. We study the results for signs of progress and success or unexpected outcomes. We look for lessons learned or problems solved.

DO
We execute our plan, undertaking the activities, itroducing the interventions, applying our best knowledge to the pursuit of our desired purpose and goals.

INPUTS
PERSON POWER

PROCESSES

OUTPUTS

CUSTOMERS

METHODS

EXTERNAL

ENVIRONMENT

Critical Process Necessary to Produce the Outputs

Products & Services

INTERNAL

FACILITIES & EQUIPMENT

SUPPLIES

MEASURES OF PERFORMANCE TIME; QUANTITY, QUALITY (Accuracy/ Fir for Use); COST; MANNER OF PERFORMANCE

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CUSTOMER FOCUS

CONTINUOUS IMPROVEMENT
HIGH EXPECTATIONS ASSESSMENT & FEEDBACK INVOLVEMENT

MANAGEMENT BY FACT TRUST SHARED VALUES AND GOALS

Customer satisfaction Patient safety Continuous process flow Better documentation Promote team work Reduce total cost