Thought for the quarter - Punjab National Bank Institute of ...
Thought for the quarter - Punjab National Bank Institute of ...
Thought for the quarter - Punjab National Bank Institute of ...
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e-trackspecifications are needed to assure <strong>the</strong> quality <strong>of</strong>routine operations. For analytical quality, <strong>the</strong>seoperating specifications must describe <strong>the</strong>imprecision and inaccuracy that are allowable <strong>for</strong> <strong>the</strong>method and <strong>the</strong> control rules and number <strong>of</strong> controlmeasurements that are necessary <strong>for</strong> routine QC.1.3.7 Utilize available quality-planning tools andtechnologyIt is easy to see how this planning approach canbe used to achieve <strong>the</strong> desired turnaround time <strong>for</strong> alaboratory test. A quality requirement can be definedin <strong>the</strong> <strong>for</strong>m <strong>of</strong> an allowable turnaround time on <strong>the</strong>basis <strong>of</strong> discussions with <strong>the</strong> users. The steps in <strong>the</strong>process can be identified from <strong>the</strong> point <strong>of</strong> ordering<strong>the</strong> test, acquiring <strong>the</strong> specimen, transporting <strong>the</strong>specimen, processing <strong>the</strong> specimen, analyzing asample, reporting <strong>the</strong> result, and receiving <strong>the</strong> result.Portions <strong>of</strong> <strong>the</strong> allowable turnaround time can <strong>the</strong>nbe allocated to different steps in <strong>the</strong> process,establishing specifications <strong>for</strong> each <strong>of</strong> <strong>the</strong> steps, andallowing those steps to be monitored to be sure <strong>the</strong>desired per<strong>for</strong>mance can be achieved.convert quality requirements into specifications <strong>for</strong><strong>the</strong> imprecision and inaccuracy that are allowableand <strong>the</strong> QC that is necessary. These models aredeveloped by identifying <strong>the</strong> various factors or stepsin <strong>the</strong> process, allocating or budgeting a portion <strong>of</strong><strong>the</strong> quality requirement to that factor or step,building in a QC check to assure <strong>the</strong> desired qualityor per<strong>for</strong>mance is achieved <strong>for</strong> that factor or step,<strong>the</strong>n balancing <strong>the</strong> budget <strong>for</strong> <strong>the</strong> whole process andmonitoring (or controlling) that budget duringroutine operation .2. ConclusionTotal Quality Management encouragesparticipation amongst shop floor workers andmanagers. There is no single <strong>the</strong>oretical<strong>for</strong>malization <strong>of</strong> total quality, but Deming, Juran andIshikawa provide <strong>the</strong> core assumptions, as adiscipline and philosophy <strong>of</strong> management whichinstitutionalizes planned and continuous..Improvement. and assumes that quality is <strong>the</strong>outcome <strong>of</strong> all activities that take place within anorganization; that all functions and all employeeshave to participate in <strong>the</strong> improvement process.Cartoon by John Meyer, MD.Figure-4For analytical quality, <strong>the</strong> translation is moredifficult. Quality-planning models are used to3. Future WorkNo evaluation on quality management systemswould be complete without noting <strong>the</strong> potential <strong>for</strong>additional improvements. The quality processdemands a push toward continuous improvement <strong>of</strong>customer focus and operational procedures. Qualityis a journey, not a destination.In future, <strong>the</strong>re are four major opportunities <strong>for</strong>improvement in <strong>the</strong> quality planning process:Additional strategic planning initiativesOrganizational goal settingEvaluation <strong>of</strong> correct per<strong>for</strong>mance indicatorsDevelopment <strong>of</strong> additional internal andJanuary-March201120