Auditing the Quality Function: Maximizing the Effectiveness of Clinical Improvement Resources. Adivsory Board Company. 2006.
Accountability and Quality in Health Care: The New Responsibility. Leona E. Markson and David B. Nash, editors. Joint Commission on Accreditation of Healthcare Organizations. 1995.
Accountability Through Measurement: A Global Healthcare Imperative. Vahe A. Kazandjian. ASQ Quality Press. 2003.
Advanced Performance Improvement for Hospitals. Joint Commission on Accreditation of Healthcare Organizations. 2000.
After the Quality Audit: Closing the Loop on the Audit Process. J. P. Russell and Terry L. Regel.ASQ Quality Press. 2000.
Applying Quality Management in Heathcare: A Systems Approach. 2nd ed. Diane L. Kelly. AUPHA Press. 2007.
Assessment and Care of Patients: Your Guide to JCAHO Compliance. Jan Allison. Opus Communications. 2002.
Assessing and Improving Patient Encounters. American Medical Association. AMA Press. 2001.
Benchmarking for Best Practices: Winning Through Innovative Adaptation. Christopher E. Bogan and Michael J. English. McGraw Hill. 1994.
Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. Robert C. Camp. ASQC Quality Press. 1989.
Beyond Quality: How 50 Winning Companies Use Continuous Improvement. Jerry Bowles and Joshua Hammond. G.P. Putnam's Sons. 1991.
The Bottomline of ROI: Basics, Benefits, and Barriers to Measure Training and Performance Improvment. Patricia Pulliam Phillips..CEP Press. 2002.
Building a Successful Health Outcomes Program: Collecting, Analyzing, and Using Clinical Data. Chris Arslanian. Symphonic Lion Publishing, 2001.
Cardiac Service Quality: Best Practices for Elevating the Patient Care Experience Cardiac Program Growth Initiative, v.3. Cardiovascular Roundtable. The Advisory Board Company. 2001.
Champions of Quality in Health Care: A History of the Joint Commission on Accreditation of Healthcare Organizations. Carl M. Brauer. Greenwich Publishing Group. 2001.
The Change Agent's Guide to Radical Improvement. Ken Miller with Robin Lawton. ASQ Quality Press. 2002.
Clinical Improvement Action Guides. Joint Commission on Accreditation of Healthcare Organizations. 1998.
Clinical Governance. John Wright and Peter Hill. Churchill Livingstone. 2003.
Collaboration Among Competing Managed Care Organizations for Quality Improvement. Institute of Medicine. 1999.
The Competent Laboratory. Joint Commission on Accreditation of Healthcare Organizations. 2001.
Competing on Excellence: Healthcare Strategies for a Consumer-Driven Market. Alan M. Zuckerman and Russell C. Coile,, Jr. Health Administration Press. 2004.
Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications. Curtis McLaughlin and Arnold Kaluzny. 3rd edition. Aspen. 2006.
Core Curriculum for Medical Quality Management. American College of Medical Quality. Jones and Bartlett. 2005.
Cost Effective Performance Improvement in Ambulatory Care. Joint Commission of Accreditation of Healthcare Organizations. 2003.
Cost Effective Performance Improvement in Behavioral Health Care. Joint Commission on Accreditation of Healthcare Organizations. 2001.
Creating the Accountable Organization: A Practical Guide to Improve Performance Execution. Mark Samuel. Xephor Press. 2006.
Creativity, Innovation, and Quality. Paul E. Plsek. ASQC Quality Press. 1997.
Critical Shift: The Future of Quality in Organizational Performance. Lori Sullivanand Annabeth Propst. ASQ Quality Press. 1999.
Curing Health Care: New Strategies for Quality Improvement. Donald M. Berwick. Jossey Bass. 1990.
Customer Culture: How FedEx and Other Great Companies Put the Customer First Every Day. Michael D. Basch. Financial Times Prentice Hall. 2002.
Customer Inspired Quality: Looking Backward Through the Telescope. James G. Shaw. Jossey Bass. 1996.
Delivering Excellence in Health and Social Care. Max Moullin. Open University Press. 2002.
Delivering Quality Service: Balancing Customer Perceptions and Expectations. Valarie, A. Zeithaml, A. Parasuraman and Leonard Berry. Free Press. 1990.
The Deming Route to Quality and Productivity: Road Maps and Roadblocks. William W. Scherkenbach. CEEP Press Books. 1992.
Developing Superior Work Teams: Building Quality and the Competitive Edge. Dennis C. Kinlaw. Lexington Books. 1991.
Designing Feedback: Performance Measures for Continuous Improvement. Carl G. Thor. Crisp Publications. 1998.
Diffusion of Innovations in Health Service Organisations: A Systematic Literature Review. Trish Greenhalgh, et al. BMJ Books, Blackwell. 2005.
Elevating Frontline Performance: Best Practices for Improving Nursing Staff Performance. Nursing Executive Center, The Advisory Board Company. 2001.
Ensuring Quality Cancer Care. National Academy Press. 1999.
Envisioning the National Health Care Quality Report. Institute of Medicine. National Academy Press. 2001.
Error Management: An Important Part of Quality Control. AABB Press. 1999.
Error Reduction in Health Care: A Systems Approach to Improving Patient Safety. Patrice L. Spath (editor). Jossey Bass. 2000.
The Evaluation Handbook for Health Professionals. Anne Lazenbatt. Routledge. 2002.
The Executive Guide to Improvement and Change. G. Dennis Beecroft, Grace L. Duffy, and John W. Moran (editors). ASQ Quality Press. 2003.
Medication Reconciliation Handbook. Joint Commission Resources; American Society of Health-System Pharmacists. 2006.
Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability. Shiba Shoji, David Walden, et al. Productivity Press and Center for Quality of Management. 2001.
The Goal: A Process of Ongoing Improvement. Eliyahu M. Goldratt. North River Press. 2004.
" Good Enough" Isn't Enough.: Nine Challenges for Companies that Choose to Be Great. Alan Weiss. AMACOM. 2000.
101 Good Ideas: How to Improve Just About Any Process. ASQ Quality Press. 1998.
Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference. Quint Studer. Fire Starter Publishing. 2003.
The Healthcare Quality Book: Vision, Strategy, and Tools. Scott B. Ransom, Maulik S. Joshi, and David B. Nash, editors. Health Administration Press. 2005.
The High Value Manager: Developing the Core Competencies Your Organization Demands. Florence M. Stone. AMACOM. 1995.
The Hitchhiker's Guide to Improving Efficiency in the Clinical Laboratory. Frederick L. Kiechle and Rhonda Ingram Main. AACC Press. 2002.
How to Measure Service Quality and Customer Satisfaction. Chuck Chakrapani. American Marketing Association. 1998.
Human Resources Management and the Total Quality Imperative. Carla C.Carter. AMACOM. 1994.
The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. Gerald J. Langley, et. al. Jossey-Bass. 1996.
Improving Care for the End of Life: A Sourcebook for Health Care Managers and Clinicians. Joanne Lynn, Janice Lynch Schuster, and Andrea Kabcenell. Oxford University Press. 2000.
Improving Hospital Care for Persons with Dementia. Nina M. Silverstein and Katie Maslow (editors). Springer Publishing Company. 2006.
Improving Quality: A Guide to Effective Programs. Claire Gavin Meisenheimer (editor). Aspen. 1997.
Improving Quality and Performance: Concepts, Programs, and Techniques. Patricia Schroeder. Mosby. 1994.
Improving the Quality of Long Term Care. Gooloo S. Wunderlich and Kohler, Peter O., eds. National Academy Press. 2001.
Improving the Quality of Patient Care. Alan Gillies. John Wiley & Sons. 1997.
Insights to Performance Excellence In Health Care 2001: An Inside Look at the 2001 Baldridge Award Criteria. Mark L., Blazey, Joel H. Ettinger, Paul L. Grizzell, and Linda M. Janczak. ASQ Quality Press. 2002.
An Introduction to Quality Assurance in Health Care. Avedis Donabedian. Oxford University Press. 2003.
12 Ladders to World Class Performance: How YOUR Organization Can Compete with the Best in the World. David Drennan and Steuart Pennington. Kogan Page. 1999.
Leadership by Example: Coordinating Government Roles in Improving Health Care Quality. Committee on Enhancing Federal Healthcare Quality Programs (Janet M. Corrigan, Jill Eden, and Barbara M. Smith, editors). The National Academies Press. 2003.
Leadership for Great Customer Service: Satisfied Patients, Satisfied Employees. Thom A. Mayer and Robert J. Cates. Health Administration Press. 2004.
Leading Your Healthcare Organization to Excellence: A Guide to Using the Baldrige Criteria. Patrice L. Spath. Health Administration Press. 2005.
Lean-Six Sigma for Healthcare: A Senior Leader Guide to Improving Cost and Throughput. Chip Caldwell, Jim Brexler, and Tom Gillem. ASQ Quality Press. 2005.
Learning Practices: Assessment and Action for Organizational Improvement. Anthony J. DiBella. Prentice Hall. 2001.
Managing Performance Measurement Data in Health Care. Joint Commission on Accreditation of Healthcare Organizations. 2001.
Managing Quality: A Guide to System wide Performance Management in Health Care. Jacqueline Katz. Mosby. 1997.
Managing Quality: Managerial and Critical Perspectives. Mihaela L. Kelemen. Sage. 2003.
Managing Quality of Care in a Cost Focused Environment. Edited by Norbert Goldfield and David B. Nash. ACPE/Aspen. 1999.
Measuring and Managing Patient Satisfaction. Steven R. Steiber. American Hospital Association. 1996.
Measuring Health Care: Using Data for Operational, Financial, and Clinical Improvement. Yosef D. Dlugacz. Jossey-Bass. 2006.
Measuring Outcomes in Ambulatory Care. Dale S. Benson. American Hospital Association Publishing. 1992.
Measuring Patient Satisfaction for Improved Patient Services. Stephen Strasser. Health Administration Press. 1991.
Measuring Performance in Public and Nonprofit Organizations. Theodore H. Postier. Jossey-Bass. 2003.
Measuring the Quality of Health Care. Institute of Medicine. National Academy Press. 1999.
10 More Powerful Ideas for Improving Patient Care. Maureen Bisognano and Paul Plsek with Dan Schummers. Health Administration Press. 2006.
10 Powerful Ideas for Improving Patient Care. Maureen Bisognano, Robert Lloyd and Dan Schummers. Health Administration Press. 2007.
The Myth of Excellence: Why Great Companies Never Try to Be the Best at Everything. Fred Crawford and Ryan Mathews. Crown Business. 2001.
Must-Have Information for Nurses about Quality and Patient Safety. Joint Commission Resources. 2007.
Must-Have Information for Physicians about Quality and Patient Safety. Joint Commission Resources. 2007.
Nan: A Six Sigma Mystery [Fiction]. Robert Barry. ASQ Quality Press. 2003.
New Rules: Regulation, Markets, and the Quality of American Health Care. Donald M. Berwick. Jossey Bass. 1996.
Nursing Quality Indicators Beyond Acute Care: Literature Review.
American Nurses Association. American Nurses Publishing. 2000.
Nursing Quality Indicators Beyond Acute Care: Measurement Instruments. American Nurses Association. American Nurses Publishing. 2000.
Nursing Quality Indicators: Definitions and Implications. Penelope B.Pollard. American Nurses Association. 1996.
Patient Advocacy for Health Care Quality: Strategies for Achieving Patient-Centered Care. Eedited by Jo Anne L. Earp, Elizabeth A. French and Melissa B. Gilkey. Jones and Bartlett Publishers. 2008.
Patient Satisfaction: Understanding and managing the experience of care. Irwin Press. 2nd edition. Health Administration Press. 2006.
Patient Satisfaction Pays: Quality Service for Practice Success. Stephen W. Brown, et al. Aspen. 1993.
Peak Performance: Inspirational Business Lessons from the World's Top Sports Organizations. Clive Gilson, Mike Pratt, Kevin Roberts, and Ed Weymes. Texere. 2000.
Performance Dashboards: Measuring, Monitoring, and Managing Your Business. Wayne W. Eckerson. Wiley. 2006.
Performance Improvement in the Environment of Care. Joint Commission on Accreditation of Healthcare Organizations. 2001.
Performance Improvement: Winning Strategies for Quality and JCAHO Compliance. Cynthia Barnard and Jodi Eisenberg. Opus Communications, 2000. 2000.
Personal Accountability: Powerful and Practical Ideas for You and Your Organization. John G. Miller. Denver Press. 1998.
Physician Performance Management: Tool for Survival and Success. Christine N. Micklitsch. Medical Group Management Association. 1996.
Positive Performance Improvement: A New Paradigm for Optimizing Your Workforce. Richard F. Gerson and Robbie G. Gerson. Davies-Black Pub. 2006.
10 Powerful Ideas for Improving Patient Care. James l. Reinertsen and Wim Schellekens. Institute for Healthcare Improvement. 2005.
Principles and Practices of Organizational Performance Excellence. Thomas J. Cartin. ASQ Quality Press. 1999.
Priority Areas for National Action: Transforming Health Care Quality. Institute of Medicine Committee on Identifying Priority Areas for Quality Improvement (Edited by Karen Adams and Janet M. Corrigan). The National Academies Press. 2003.
Process Improvement for Effective Budgeting and Financial Reporting. Nils H. Rasmussen, Christopher J. Eichorn, Corey S. Barak, and Toby Prince. John Wiley & Sons. 2003.
Profiting from Quality: Outcomes Strategies for Medical Practice. Jossey Bass. 1999.
Provider Report Cards: A Guide for Promoting Health Care Quality to the Public. Patrice L. Spath, editor. Health Forum, Inc.. 1999.
Putting Total Quality Management to Work: What TQM Means, How to Use It, & How to Sustain It Over the Long Run. Marshall Sashkin. Berrett Koehler. 1993.
The Quality Advantage: A Strategic Guide for Health Care Leaders. Julianne M. Morath. AHA Press. 1999.
Quality Audits for Improved Performance. Dennis R. Arter. 3rd edition. ASQ Quality Press. 2003.
Quality by Design: A Clinical Microsystems Approach. Edited by Eugene C. Nelson, et al. Jossey-Bass/Wiley. 2007.
Quality Care: Prescriptions for Injecting Quality into Healthcare Systems. Marlene Caroselli.St. Lucie Press. 1997.
Quality Depends on You: 7 Simple Things You Can Do for Your Company and Your Career. David Dee. Dartnell. 1996.
Quality First: Better Health Care for All Americans. Final Report to the President of the United States. The President's Advisory Commission on Consumer Protection and Quality in the Health Care Industry. 1997.
The Quality Handbook for Health Care Organizations: A Manager's Guide to Tools and Programs. Josef D. Dlugacz, Andrea Restifo, and Alice Greenwood. Jossey-Bass. 2004.
Quality Health Care: A Guide to Developing and Using Indicators. Robert Lloyd. Jones and Bartlett. 2004.
Quality Improvement Handbook for Health Care Professionals. James P. Mozena. ASQC Quality Press. 1993.
Quality Improvement in Women's Health Care. Committee on Quality Assessment of the American College of Obstetricians and Gynecologists. American College of Obstetricians and Gynecologists. 2000.
Quality Improvement Projects in Health Care: Problem Solving in the Workplace. Eleanor Gilpatrick. Sage. 1999.
Quality in Health Care: Theory, Application, and Evolution. Aspen. 1995.
Quality Indicators: Defining and Measuring Quality in Psychiatric Care for Adults and Children. American Psychiatric Association Task Force on Quality Indicators and American Psychiatric Association Task Force on Quality Indicators for Children. American Psychiatric Association. 2002.
Quality Management. Howard S. Gitlow, Alan J. Oppenheim, Rosa Oppenheim, and David M. Levine. 3rd edition. McGraw-Hill/Irwin. 2005.
Quality Management 2000: Preparing the Quality Improvement Professional for the Future. Deborah K. Wall and Mitchell M. Proyect. Precept Press. 1997.
Quality Management: Implementing the Best Ideas of the Masters. Bruce Brocka and M. Suzanne Brocka. Business One Irwin. 1992.
Quality Management in Health Care: Principles and Methods. Donald E. Lighter and Douglas C. Fair. Jones and Bartlett. 2004.
Quality Management in Nursing and Health Care. June A. Schmele. Delmar Publishers. 1996.
Quality Measures: Documentation Strategies to Protect Your Facility's Reputation. Julia Hopp. Opus Communications. 2003.
Quality Point of Care Testing: A Joint Commission Handbook. Joint Commission on Accreditation of Healthcare Organizations. 1999.
The Quality Solution: The Stakeholder's Guide to Improving Health Care. Edited by David B. Nash, and Neil I. Goldfarb. Jones and Bartlett. 2006.
Quality Through Collaboration: The Future of Rural Health. Committee on the Future of Rural Health Care, Board on Health Care Services. The National Academies Press. 2005.
From Quality to Business Excellence: A Systems Approach to Management. Charles G. Cobb. ASQ Quality Press. 2003.
Quality Work Environments for Nurse and Patient Safety. Linda McGillis Hall[editor]. Jones and Bartlett Publisher. 2005.
Quality-Based Competition: Best Practices for Optimizing Quality Reporting. Advisory Board Company. 2006.
Quality's Greatest Hits: Class Wisdom from the Leaders of Quality. Zigmund BluvbandASQ Quality Press. [HD31 .B556 2002]
Raising Standards in American Health Care: Best People, Best Practices, Best Results. V. Clayton Sherman. Jossey Bass. 1999.
Recovering Physician Loyalty: Lessons on Crafting a True Hospital Physician Partnership. Clinical Advisory Board, The Advisory Board Company. The Advisory Board Company. 2002.
Redefining Health Care: Creating Value-Based Competition on Result. Michael E. Porter, Elizabeth Olmsted Teisberg. Harvard Business School Press. 2006.
Reinventing Centers of Excellence: Strategies for Saving and Strengthening Specialty Services. Philip L. Rolling. Society for Healthcare Strategy and Market Development of the American Hospital Association. 2002.
Reinventing Medical Practice: Care Delivery that Satisfies Doctors, Patients and the Bottom Line. R. Clay Burchell, Howard L. Smith, and Neill F. Piland. Medical Group Management Association. 2002.
The Reward and Recognition Process in Total Quality Management. Stephen B. Knouse. ASQC Quality Press, 1995.
Service Amidst Shortage: Strategic Considerations and Operational Challenges. Health Care Advisory Board. The Advisory Board Company. 2002.
The Six Sigma Book for Healthcare: Improving Outcomes by Reducing Errors. Robert Barry, Amy C. Murcko, and Clifford E. Brubaker. Health Administration Press. 2002.
Six Sigma for Dummies. Craig Gygi, Neil DeCarlo, and Bruce Williams. Wiley. 2005.
The Six Sigma Way: How GE, Motorola, and Other Top Companies Are Honing Their Performance. Peter Pande, Robert Neuman, and Roland Cavanagh. McGraw Hill. 2000.
The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh. McGraw-Hill. 2002.
Staffing the New Workplace: Selecting and Promoting for Quality Improvement. Ronald B. Morgan. ASQC Quality Press. 1996.
Strategies for High Performance Organizations: Employee Involvement, TQM, and Reengineering Programs in Fortune 1000 Corporations. The Center for Effective Organizations. 1998.
The Team Handbook. Peter R. Scholtes. Joiner Associates. 1996.
Team Problem Solving Handbook: Tools & Techniques for Process Improvement. Process Management International. 1994.
Teamwork: Involving People in Quality and Productivity Improvement. Charles A. Aubrey and Patricia K. Felkins. Quality Press/American Society for Quality Control. 1988.
10 Powerful Ideas for Improving Patient Care. Book 3. Maureen Bisognano and Robert Lloyd with Dan Schummers. Institute for Healthcare Improvement. 2007.
Total Health and Safety for Health Care Facilities: Catalyzing Improvements in Employee Safety, Patient Care and the Bottom Line. Linda F. Chaff. Joint Commission Resources. 2006.
Total Performance Scorecard: Redefining Management to Achieve Performance with Integrity. Hubert K. Rampersad. Butterworth-Heinemann. 2003.
Total Quality: A Framework for Leadership. D. Otis Wolkins. Productivity Press. 1996.
Total Quality Management in Healthcare: Implementation Strategies for Optimum Results. D.H. Stamatis. Irwin Professional. 1996.
Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success. Dean R. Spitzer. American Management Association. 2007.
The Trust Imperative: Performance Improvement Through Productive Relationships. Stephen K. Hacker, Willard, Marsha L., with contributions from Laurent Couturier. ASQ Quality Press. 2002.
Unlocking Clinical Excellence: Embedding Quality Standards at the Front Line. Advisory Board Company. 2006.
Using Performance Improvement Tools in Health Care Settings. 3rd edition. Joint Commission Resources. 2006.
Why TQM Fails and What to Do About It. Mark Graham Brown, et. al. Irwin. 1994.
Videos
Accelerating Improvement. Institute for Healthcare Improvement,
1997. 57 minutes.
Synopsis: Features Dr. Berwick and Tom Nolan explaining the rapid Plan-Do-Study-Act
cycles
Achieving Breakthrough Objectives Through Hoshin Planning. GOAL/QPC,
1990. 16 minutes.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: The vision and master plan as guides to achievement; the Plan-Do-Check-Act
(PDCA) Cycle; the Standardize-Do-Check-Act (SDCA) Cycle
Achieving Excellence: Higher Output, Increased Quality, Quicker Response
and Greater Profits. CareerTrack, 1987. 91 minutes.
Presenter: Lou Heckler.
Synopsis: the "how-to's, why-to's, when-to's, and what-if's"
of excellence-oriented management with a new emphasis on people, customers,
and quality; creating quality-the surprising way excellent managers handle
details.
Adoption of the New Philosophy. Films Incorporated, 1992. 21 minutes.
The Deming Library series.
Presenter: W. Edward Deming and top Officials from the Ford Motor Company.
Synopsis: In 1987, Ford Motor Company set an industry record for net income.
This is a discussion of how the Deming Method contributed to their remarkable
turnaround; why management's emphasis on quality is not a quick fix, but
a permanent change in attitude that starts at the highest level; why quality
is now the major topic at the quarterly management meetings of many companies;
how the discussion of mission, values, and guiding principles helped Ford
produce better cars.
America in the Global Market. Films Incorporated, 1992. 25 minutes.
The Deming Library series.
Synopsis: An historical account of U.S. industrial growth and economic
competition which explores why the management techniques that made America
the world's leading industrial power no longer work; what we can do to
adapt and thrive in the face of new economic realities.
Application of the New Philosophy. Films, Incorporated, 1992. 24
minutes.
Deming Library series.
Presenter: W. Edwards Deming.
Synopsis: Take an insider's look at Ford, where the difference is apparent
in positive manager and employee attitudes, the quality of new Ford cars,
and the bottom line; the need for communication between all workers and
their "customers"--whether those customers are in the showroom
or in the next department; how a first-line supervisor's change in role
from a "drill sergeant" to a resource coordinator has helped
Ford make better automobiles; how to implement continuous improvement
with your most important resource--people; why it's vital that employees
feel they are contributing and are, in a sense, owners of the company.
Assess Organization and Create Five-Year Plan. Goal/QPC, 1990.
23 minutes.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: Establishing breakthrough objectives based on thorough assessment;
identifying system of functions that need to be improved if an organization
wants to accomplish its objectives.
Benchmarking: Comparing Your Hospital's Performance Against the "Best".
American Hospital Association, 1992. 90 minute.
The Quality Focused Manager/Management Skill Builders II series.
Presenters: Edward Chadwick, Mark Czarnecki, and Michael Patrick.
Synopsis: What is and what is not benchmarking; the prerequisites for
undertaking a benchmarking project; making decisions about what and who
to benchmark; planning a benchmarking project; where to look for benchmarking
data; recognizing and adapting "best practices" for benchmarking;
creating new standards for quality and creativity in the design of work
processes.
Buckling Down to Change. National Forum on Quality Improvement in Health
Care, 1993. 30 minutes.
Presenter: Donald M. Berwick.
Synopsis: Addresses the need to use the modern methods of quality control,
improvement, and planning to help resolve issues facing the healthcare
industry; describes the following most urgent changes needed--a) those
designed to improve the health status outcomes of care; b) to improve
the experience of care; c) to reduce the total cost of care and illness;
d) and those designed to improve social justice and equity in health.
Describes eleven aims to meet these challenges.
Building a Customer-Driven Organization: The Manager's Role. CareerTrack,
1990.
Synopsis: Part I) Looking Through Your Customer's Eyes. How your customers
see you; what they want that you 're not providing; four crucial factors
in delivering great service; how to establish valid criteria for measuring
service; best methods for getting accurate data from customers; how to
monitor and improve service consistently. Part II) Today's Service Strategies.
In-depth look at today's service strategy; four components of a successful
service strategy; how to communicate your service vision to your people;
how customers should shape your strategy; proven ways to anticipate and
prevent service problems; the importance of maintaining "customer
friendly" response devices; Part III) How to select and hire the
right people for service jobs (and keep them happy); three things needed
to educate customer service staff; surefire ways to keep enthusiasm for
service high: please the customer "on the spot"; best ways to
manage the stress in your department; incentive systems to keep people
motivated and effective.
Building Patient Satisfaction Through Customer Service. American
Hospital Association, 1985. 150 minutes.
Presenters: C.S. Bowers, W. Leebov, B. Roth, and N.N. Wachs.
Synopsis: Patient's perception of hospital hospitality; how to establish
and maintain an effective customer service program. Includes interview
with Marriot Corporation executives, as experts in the hospitality field.
The Business of Paradigms. ChartHouse Learning Corporation, 1989.
38 min.
Discovering the Future series.
With: Joel Arthur Barker.
Synopsis: Revolutionary implications of paradigms [those set boundaries
that influence problem-solving] and how they limit one's ability to change.
We all develop our own perspectives and unwritten rules -- the way we
do things -- and so do our organizations. Understanding the influence
of this paradigm effect is vital to increasing productivity.
Caring ... It Makes a Difference. American Hospital Association,
1984. 15 min.
Synopsis: Six vignettes for discussion; the importance of guest relations
to any employee with direct patient contact; issues such as attitude,
discretion, communication, safety, and risk prevention that all play a
role in quality patient care.
The Case Against Managing by Objective. Films Incorporated, 1992.
29 min.
Implementing Deming: The Philosophy in Practice series.
With: Brian L. Joiner.
Synopsis: Why the Deming Method is the next logical step in the history
of management; the detrimental results of managing by objective; the uses
and limitations of numerical data. Discover how goals and quotas can set
up conflicting objectives between people and groups within an organization;
how to use data not to judge people, but rather for learning about your
processes and systems; why, according to Dr. Joiner, 'If you always do
what you always did, you'll always get what you always got.'.
The Case Against Performance Appraisal. Films Incorporated, 1992.
23 min.
Implementing Deming: The Philosophy in Practice series.
With: Peter R. Scholtes.
Synopsis: The problems with performance appraisals--they decrease productivity,
interfere with quality, and demoralize managers and workers; how evaluation
methods differ greatly between one evaluator and another, according to
cultural and personal biases; what causes people to strive for 'safe goals;'
the five factors that influence performance appraisal and why only one
of these--individual effort--is a legitimate basis for evaluation.
The Cause and Effect Diagram: Understanding the Whys. Executive Learning,
1991. 14 min.
Tools for Continual Improvement. Healthcare Version, Series I.
Synopsis: The concept of complex causal relationships; the elements of
a cause and effect diagram; the development of cause and effect diagrams;
the use of cause and effect diagrams in process improvement teams.
Challenges of Health Care Management in the 1990s. National League
for Nursing and AONE, 1991. 30 min. each.
Synopsis: Part 1) What new leadership roles will nurses play in the evolving
health care system? How can nurses offer cost-effective standards of quality
care to hospitals, businesses, and insurers? How can nurses benefit from
the unusually high level of public trust in the nursing profession? These
controversial subjects are addressed in face-to-face interviews with the
nation's top health care policy experts, business leaders, nurse executives,
economic advisors, and consumer activists. Part 2) Discusses the importance
of collaboration; why the nursing model must be economically driven without
sacrificing quality patient care; how to develop outcome measures to improve
patient care; and the new emphasis on marketing services to the community.
Part 3) Covers how the practice models from the second part in the series
moved from inception to implementation; first-hand accounts of the pitfalls
of initiating these new forms of care delivery; how all levels of nursing
staff, patients, physicians, and other members of the health care team
feel about each model, and whether it succeeded in improving patient care,
saving costs, and creating a collaborative atmosphere.
Charlie Victor Romeo. [1 video]. Boston, MA: The Institute for
Healthcare Improvement, 2000. 115 minutes. (2000 National Forum on Quality
Improvement in Health Care)
Synopsis: Applies lessons learned from the reenactment of real-life airline
emergencies to reduce medical errors.
Collaborative Care Not Disease Management. [1 video]. Boston, MA:
The Institute for Healthcare Improvement, 2000. 52 minutes. (2000 National
Forum on Quality Improvement in Health Care) With: Edward H. Wagner and
Teresa Brady.
Synopsis: Discusses the challenges of caring for people with chronic conditions;
introduces a model for collaborative care.
Communication of the New Philosophy. Films Incorporated, 1992.
22 min.
With: W. Edwards Deming.
Synopsis: Learn how Dr. Deming helped Ford managers overcome outdated
attitudes, prompting employees and managers to work as a united team focused
on quality; how to effect a change in attitude by communicating your message
at all levels; how statistical methods can help determine whether a mistake
is in the system or made by an individual worker; how everyone--manufacturer,
supplier, and consumer--gains from a company that maintains a long-term
relationship with a single supplier; how to get employees and managers
working on the same team, without slogans or quotas.
Competing Through Quality. Nathan/Tyler, 1989. 30 min.
Harvard Business School Video series.
Synopsis: CEO and senior management interviews, and the on-location visits.
Competition, Cooperation, and the Individual. Films Incorporated,
1992. 25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: An eye-opening attack on the competitive forces--grades, ratings,
merit systems--that smother innovation, intrinsic motivation, and cooperation
and keep American companies from higher profitability.
Competition Doesn't Work: Cooperation Does. Films Incorporated,
1992. 25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Author Alfie Kohn and psychologist Michael Maccoby join Dr.
Deming to investigate competition, motivation, and cooperation in the
work place and the destructive nature of ranking. Discover how and why
competition can lead people to do things faster but not better--especially
problem solving.
Consensus Decision Making Tools. Executive Learning, 1991. 24 min.
Tools for Continual Improvement. Healthcare Version, Series I.
Synopsis: The concept of consensus decision making; the steps in the decision
making tools of multiple voting, rank ordering, and structured discussion.
Continuous Quality Improvement: Can It Work in Hospitals? American
Hospital Association, 1992. 90 min.
The Quality Focused Manager/Management Skill Builders I series.
3/12/92 teleconference.
Synopsis: The different approaches to Continuous Quality Improvement,
identifying elements considered essential for achieving success in hospitals--and
elements that are potential pitfalls for obstacles; fads versus enduring
elements.
Cooperation--The Key to Quality. Films Incorporated, 1992. 25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Defines a good manager and demonstrates methods for tracking
continuous improvement.
Cornerstones of Quality. Toastmasters International/Kantola Productions,
1995. 24 min.
Quality-Centered Management video series.
Synopsis: Learn how to--make quality the dominant cultural value of your
organization; improve communication and cooperation through quality-centered
management; initiate a continuous improvement ethic; encourage and motivate
employee involvement; use a customer test to guide decision-making; build
support for measurement and evaluation programs.
Corporate Leadership. Films Incorporated, 1992. 25 min.
The Deming Library.
With: W. Edwards Deming and Donald Petersen.
Synopsis: How to define quality in terms of customers' wants and needs;
the meaning of continuous improvement and why only continuous improvement
of processes will yield the final result of improvement of profit; why
it is necessary to train management to deal with workers in a spirit of
trust and cooperation, making it possible for people to work together
without fear.
Cultural Transformation: A New Way of Thinking. Films Incorporated,
1993. 30 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Top managers and workers at Zytec Corporation discuss the cultural
changes they found necessary to bring their organization back from an
uncompetitive position; how to learn from Dr. Deming's philosophy as the
Zytec Corporation did--to begin a step-by-step but radical transformation
of both behavior and beliefs; why a rigid style of management has to give
way to continual investigation; how putting controls back into the hands
of employees closest to processes saves time and money, and improves workers'
attitudes towards their jobs.
Cultural Transformation: Continual Improvement. Films Incorporated,
1993. 30 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Top managers and workers at Zytec Corporation discuss the cultural
changes they found necessary to bring their organization back from an
uncompetitive position; why solid results require long-term commitment;
why risks are necessary and mistakes inevitable in the practice of continual
improvement; why only a small percentage of improvement comes from the
use of specific statistical tools; how to improve quality by creating
a new work culture--one of trust, cooperation, and teamwork.
The Customer Service Connection. Toastmasters International/Kantola
Productions, 1995. 26 min.
Quality-Centered Management video series.
Synopsis: Learn how to--greet, listen, observe, evaluate, and respond;
manage rushed and overly-busy situations; resolve customer complaints;
handle angry and manipulative customers; identify critical customer service
information; communicate customer information to your organization.
Daily Management and Standardization. GOAL/QPC, 1990. 18 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: Making and maintaining individual job improvements to allow
employees to contribute to the TQM effort; the never-ending cycle of process
standardization, continuous improvement, and restandardization of the
improved process.
The Dangers of Buying on Price Tag Alone. Films Incorporated, 1992.
25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Ways to select a single supplier, why price comparison alone
rarely works, and how a long-term relationship between customer and supplier
can reduce risk and fear.
Data Collection Methods. Executive Learning, 1994. 18 min.
Tools for Continual Improvement. Healthcare Version, Series II.
Synopsis: How to define the data that's being collected to assure reliability
and consistency (operational definitions); stratification strategies to
help focus data collection on important factors; sampling methods to gather
data efficiently and reliably.
The Deep Dive. [1 video]. New York, NY: ABC News Home Video, 1999.
22 minutes. With: Ted Koppel and Jack Smith.
Note: Originally broadcast Feb. 9, 1999 as a segment of Nightline.
Synopsis: Demonstrates the team approach to designing a better product.
Designers at Ideo are given the task of redesigning the shopping cart
in just 5 days. Shows group problem solving and innovation.
Defining, Measuring, and Meeting Customer Requirements: The Meaning
of Quality in a CQI Environment. American Hospital Association, 1991.
90 min.
Fundamentals of CQI series.
11/14/91 teleconference.
Synopsis: Defining and measuring customer requirements as related to CQI;
identifying internal and external customers, and how to meet the needs
of these customer groups; the Joint Commission's CQI standard; recognizing
relevant 'customer-specific' service indicators to measure and monitor
levels of satisfaction; analyzing the need to make customer service a
hospital-wide priority.
The Deming of America: The Overview of Deming's Theory of Management.
Petty Consulting Productions, 1991. 57 min.
With: W. Edwards Deming, David Kearns, John Pepper, Donald Peterson, Robert
Stempel, and Brian Rowe.
Synopsis: 'Essential for someone new to Deming's ideas; invaluable for
someone who knows Deming's theories, and wants to introduce them to others;
a reminder to those steeped in Deming's profound knowledge.' Includes
segments of an interview Priscilla Petty conducted with Dr. Deming.
Deming Quality: The Right Medicine. Bureau of Business Practice,
1993. 18 min.
Synopsis: How one hospital, HCA West Paces Ferry Hospital, Atlanta, GA,
is using the teachings of Deming to improve the quality of care at its
facility. Using teams to improve quality, HCA has trained its employees
in Continuous Improvement based on Deming's 14-Points and the 7 Deadly
Diseases. In addition, HCA is using a PDCA (Plan, Do, Check, Act) Cycle
to FOCUS on improvements: Find a process to improve, Organize team that
knows the process, Clarify current knowledge, Understand causes of process
variation, Select the process improvement. Results at HCA show the benefits:
reduced cesarean births, fewer temporary nurses, maximized physicians
time, reduced trips to the pharmacy, reduced antibiotic waste, and improved
scheduling, transportation, and report generation.
Developing Quality Indicators: The Inspection of Data. American
Hospital Association, 1992. 90 min.
The Quality Focused Manager/Management Skill Builders II series.
5/28/92 teleconference.
Synopsis: Key statistical concepts and terms associated with the analysis
of quality indicators; how to screen data for reliability and validity;
how to recognize Qualitative and Quantitative Measures; how to organize
and display data for examination and presentation; how to develop and
use proportions and rates as summary measures for qualitative data; how
to develop and use measures of central tendency (mean, median, mode) and
measures of variability as summary measures for quantitative data.
Dirty Words & Magic Spells. [1 video]. Boston, MA: The Institute
for Healthcare Improvement, 2000. 57 minutes. (2000 National Forum on
Quality Improvement in Health Care) With: Donald M. Berwick.
The Flowchart: Picture of a Process. Executive Learning, 1991.
14 min.
Tools for Continual Improvement. Healthcare Version, Series I.
Synopsis: The concept of flowcharting a process; the elements of a flowchart;
three approaches to development of flowcharts; the use of flowcharts in
process improvement teams; standard symbols; six steps to create a flowchart.
The (Fourteen) 14 Points. Films Incorporated, 1992. 40 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: How to create 'constancy of purpose' toward improvement of product
and service, to become competitive, stay in business, and provide jobs;
how to stop relying on inspection and build quality into the product in
the first place; how to drive out fear and break down barriers between
departments so that everyone may work effectively as a team.
The Funnel Experiment. Films Incorporated, 1992. 23 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: How 'profound knowledge' can be used to pinpoint quality problems
and develop successful solutions.
Getting Ready for Continuous Quality Improvement: Fundamentals for
Department Managers. American Hospital Association and American Society
for Healthcare Education and Training, 1991. 90 min.
Fundamentals of QI series.
With: Wendy Leebov and Doug Mosel. 6/20/91 teleconference.
Synopsis: Continuous Quality Improvement (CQI) principles as they apply
to the health care field; departmental processes that offer the best opportunity
for acting on these principles; a management development curriculum for
Continuous Improvement; compliance with the Joint Commission's 1992 quality
assurance standards re: the adoption of CQI principles and practices.
Great Ideas: Implementing and Maintaining Your Guest Relations Program.
American Hospital Association, 1985. 170 min.
With: Wendy Leebov, Kerrie Loya, Kristine Peterson, Irwin Press, and Louise
Russell. 9/19/85 teleconference.
Synopsis: The importance of an internal system-wide guest relations program
involving overall hospital policy; the need to establish and maintain
training programs to implement such policies; measuring patient satisfaction;
utilization of patient satisfaction data; dealing with the non-motivated
employee; the challenges of the future.
How Managers and Workers Can Change. Films Incorporated, 1992.
25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Why effort, automation, and copying the Japanese won't improve
quality; how managers' understanding of variation and psychology can help
them see employees in a new light and lead to improved quality and productivity.
How to Give Exceptional Customer Service. CareerTrack, 1993. 224
min.
With: Lisa Ford.
Synopsis: Part 1) The Total Service Experience (seven essentials customers
want; exceeding expectations; developing an emotional connection; creating
long-term partnerships). Part 2) Service with Heart (a quick self-assessment
of how customers view you; improving eye contact, body language, and tone
of voice; listening; exceptional phone service). Part 3) Pleasing Tough
Customers (why customers complain; how to please without overpromising;
three steps to tame hot tempers; 'trigger words' to avoid; setting gentle
limits; anticipating and solving problems). Part 4) Becoming a Service
Star (keeping an enthusiastic and positive attitude consistently; simple
ways to turn a work group into a supportive team; refining customer-friendly
systems).
The Human Side of Quality. Xerox/The AT&T Satellite Network,
1990. 32 min.
American Society for Quality Control's National Quality Forum series.
Synopsis: Quality as regarding commitment, training, empowerment, communication,
and recognition.
Idea Generating Tools. Executive Learning, 1991. 15 min.
Tools for Continual Improvement. Healthcare Version, Series I.
Synopsis: The concept of idea generation as an important step in decision
making; the steps in the idea generating tools of brainstorming and nominal
group technique.
Identify and Evaluate Critical Processes. GOAL/QPC, 1990. 10 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: The necessary steps taken to meet and exceed customer needs;
questions to determine system improvements--1) who is my customer? 2)
what is my business? 3) what is my product? 4) what is unique about my
organization? 5) what does my organization do to satisfy the customer?
If It Isn't Perfect ... Making It Better for Florida Power and Light.
Xerox/The AT&T Satellite Network, 1989. 15 min.
American Society for Quality Control's National Quality Forum series.
Synopsis: Specific application of basic quality assurance principles;
focus on quality as a moving target.
An Immigrant's Gift: The Life of Quality Pioneer Joseph M. Juran.
WoodsEnd, 1996. 56 min.
Synopsis: Examines the life and work of "quality" expert Joseph
Juran through candid interviews with Juran, family members and industry
notables such as Peter Drucker, and Steve Jobs.
Improving Healthcare Quality. [2 videos with guides]. Joint Commission
Resources, 2001-2002. 142 minutes.
Note:
Part 1) Using Run Charts (71 minutes)
Part 2) Using Control (71 minutes)
Synopsis: Part I explains why quality improvement (QI) in healthcare is
important, and how the measurement methods and QI processes differ from
other methods and processes found in the healthcare quality environment;
the basic concepts of QI methodology and principles of statistical process
control, particularly common cause and special cause variation; how to
apply these concepts in the context of QI using run charts. Part II explains
what control charts are, and how to select and use them; how control charts
are applied in the context of QI efforts.
Improving Quality: A Primer for Health Care. Quality Care Concepts,
1991. 20 min.
With: Patricia Schroeder.
Synopsis: The importance of quality in today's health care settings; hands-on
practitioners' views of quality; the effectiveness of quality programs;
the importance of standards and guidelines; the use of the ten-step process
for monitoring and evaluation developed by the Joint Commission on Accreditation
of Healthcare Organizations; principles of quality improvement.
In Search of Excellence. Nathan/Tyler, 1985. 88 min.
With: Thomas J. Peters and Robert H. Waterman, Jr.
Synopsis: How excellent companies manage customer service, encourage innovation,
and improve productivity through people.
Initial Pilot Project Teams. GOAL/QPC, 1990. 15 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: How various employees begin to get involved in TQM via pilot
project teams created to address specific issues and/or processes that
are targeted for improvement.
Introducing the Tools for Continuous Improvement. Nicholas &
Smith, 1994. 23 minutes.
Synopsis: This video program introduces the basic analytical and problem
solving tools used in quality management and continuous improvement. Each
tool is illustrated and explained through real work situations in both
the manufacturing and service sectors.
It's a Dog's World. CRM Films, 1993. 13 min.
Synopsis: The subtle differences between quality patient service and,
well ... being treated worse than a dog. Follow a man and his dog--both
of whom are injured--through their respective medical treatments. Gives
a side-by-side demonstration of vast contrasts between disastrous and
delightful patient service.
Juran on Quality Leadership: How to Go From Here to There. The
Juran Institute, 1987.
Quality Improvement in Health Care series.
With: Joseph M. Juran.
Labyrinths and Lessons. Institute for Healthcare Improvement, 2002.
53 minutes.
14th Annual National Forum on Quality Improvement in Healthcare.
With: Maureen Bisognano.
Note: 12/12/2002 presentation
Synopsis: Labyrinths and Lessons lays out IHI strategic priorities; presents
the maze of health care from a patient's perspective as part of the care
team; emphasizes the importance of continual learning; shares several
ways to improve the quality of health care.
Leadership for the Transformation. Films Incorporated, 1992. 25
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Top managers at the General Motors Powertrain Division discuss
the role of a leader as teacher and coach. Dr. Deming and Dr. Maccoby
talk to supervisors, managers, and other employees about the difficulties
and benefits of their new roles and about the necessity of good communication
skills in effecting a smooth transformation.
Lessons of The Red Bead Experiment. Films Incorporated, 1992. 25
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: What we can do to improve upon traditional management techniques;
practical strategies to shape your organization's future success; how
to lead your organization to better quality and competitiveness by removing
the causes of failure at the system level; the advantages of having a
system that is stable enough to use for prediction; how to identify barriers
to pride of workmanship in your own organization; what is wrong with the
so-called 'merit system'.
Little Hope: How Common Sense Thinking Can Lead to a Mess. The
Institute for Healthcare Improvement, 2000. 61 minutes.
2000 National Forum on Quality Improvement in Health Care
With: Paul Plsek.
Synopsis: Debunks many commonly-held ideas about leadership; proposes
creative approaches for success in complex systems.
Made in Japan 'Whole'-istically. Petty Consulting Productions,
1990. 58 min.
Synopsis: The heart of the Japanese management attitudes and principles;
the theory behind the practices.
Managing Medical Quality and Quality Visions, 1990. 58 min.
each.
With: Donald M. Berwick and Paul E. Plsek.
Synopsis: An educational series that shows how to apply TQM and CQI in
a healthcare organization. Part 1 Objectives--1) to help you explore the
need for fundamental changes in health care that will improve quality
and reduce total costs. 2) to help you understand the limitations of many
traditional methods of management in improving quality and reducing costs.
3) to help you learn about the hazards of 'reliance on inspection' and
misinterpreted variation (using W. Edwards Deming's famous 'Red Bead Game')
and to suggest some plausible better ways to organize for improvement.
4) to acquaint you with some of the basic principles of Total Quality
Management (or Continuous Quality Improvement) which provides a better
way to improve quality and reduce costs. Part 2 Objectives--1) to introduce
the basic terms and vocabulary of TQM, and show how that vocabulary applies
to issues and themes in health care. 2) to explain the logical foundations
for the principles of TQM, and show their connection to the 'scientific
method' in managing complex systems. 3) to explain the important ways
in which modern TQM principles differ from other common approaches to
management. Part 3 Objectives--1) to describe a formal method for improving
work processes: the Quality Improvement Process. 2) to show the organizational
changes needed to support the effective use of the Quality Improvement
Process: at a minimum, changes in skills, management culture and supporting
systems, and organizational strategies. Part 4 Objectives--1) to familiarize
you with some of the simplest and most useful tools for the Quality Improvement
Process, including those used for describing processes, for better teamwork,
for collecting data and for analyzing data. 2) to give you an opportunity
to try out these tools in some 'hands on' exercises.
Managing TQM Momentum. GOAL/QPC, 1990. 16 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: The beginning of Phase Two; organization-wide implementation;
the Steering Committee communicating the TQM direction and activities
to the organization.
More Quality--Less Resource: George Labovitz on Health Care Management.
American Hospital Association, 1987. 90 min.
Synopsis: Presents the relationship between total quality improvement
and the patient-driven hospital; concrete models; examples of successful
organizations; how focusing on the patient can weave the diverse departments
of the hospital together.
Multidisciplinary Performance Teams. American Hospital Association,
1992. 90 min.
11/12/92 teleconference.
Synopsis: How to form and maintain multidisciplinary performance teams;
how clinical guidelines or protocols can be used by multidisciplinary
teams to evaluate and improve patient care; the leadership role nurses
can assume in order to collaborate with other clinical departments; application
of various methods to assess and enhance multidisciplinary processes of
care.
The New Economic Age. Films Incorporated, 1992. 33 min.
The Deming Library.
With: W. Edwards Deming and Robert B. Reich.
Synopsis: The new global economy; how change must come from management,
because only management has the authority to study a situation, play hunches,
and test theories; how and why a totally different kind of management--managing
for quality--is preferable to managing for productivity; how, to be truly
competitive, an organization must create a community where workers, managers,
and all those associated with the firm are part of the same effort.
New Functional and Cross-Functional Teams. GOAL/QPC, 1990. 12 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: Building alignment through organization-wide interaction; the
next generation of the pilot project teams involving two levels--management
and interdepartmental.
A New Way of Thinking for Healthcare. Films Incorporated, 1994.
27 min.
The Deming Library.
With: Paul Batalden and taped interviews with W. Edwards Deming.
Synopsis: Part 1) How an understanding of systems, variation, psychology,
and the theory of knowledge underpins the transformation of American healthcare;
the need for healthcare organizations to change to a process view: x-ray
and pharmacy as part of a process vs. x-ray and pharmacy as separate departments;
why all participants in the system, from top management to the front line,
must be involved in transforming healthcare; how Reston (VA) Hospital
Center began and continues its transformation through the application
of CQI. Part 2) Reston (VA) Hospital Center's 14 Guiding Principles and
their relationship to Dr. Deming's 14 Points; why Reston Hospital Center's
leadership believes that their quality improvement effort is their best
hope for reducing costs and improving services; why employees need knowledge,
tools, freedom, and support to initiate and take responsibility for their
own process improvement.
1996 Malcolm Baldrige Quality Award: Presidential Ceremony. 1996.
12/6/96 presentation.
Nurse-Physician Collaboration. American Hospital Association, 1992.
90 min.
Clinical Quality Improvement in Direct Patient Care series.
5/7/92 teleconference.
Synopsis: Strategies to develop, implement, promote and maintain successful
hospital-based collaboration efforts between nurses and physicians for
continuous improvement of patient care quality; communication techniques;
critical pathways; clinical practice guidelines; case management; shared
governance.
Optimizing Human Resources: Maintaining Quality in an Era of Diminishing
Resources. Joint Commission on Accreditation of Healthcare Organizations,
1996. 90 min.
10/8/96 presentation.
Synopsis: Identifies characteristics of staffing strategies that maintain
quality of care; describes the intent of the standards relating to adequacy
of staffing and recognizes the role performance improvement plays when
developing staffing strategies.
Quality Revolution [and] Quality...or Else, Part 1; Quality...or Else,
Part 2 [and] Quality...or Else, Part 3. [2 videotapes]. 233 minutes.
With: Collin Siedor, Steve Byerly, Lloyd Dobyns, and Clare Crawford-Mason.
Synopsis: The Quality Revolution examines how Ford Motor Company, Eastman
Kodak Copier Division, and Globe Metalurgical, Inc. achieve impressive
turnarounds by focusing on quality, eliminating plant supervisors and
quality control inspectors, and giving responsibility to the workers;
investigates the state of service-oriented businesses in America; emphazises
that managers must realize that the most important people are the customer
and and people who make the product. Quality... or else explores the meaning
of quality, strategies for achieving it, examples of its successful implementation,
and the economic and political implications for businesses and industries
struggling to competein the "Age of Quality."
Paradigm Principles. ChartHouse International, 1996. 37 min.
Discovering the future series.
Synopsis: Discusses four principles to better understand the dynamics
of a paradigm shift and how to take action; paradigm principles can help
an organization learn when to look for new paradigms, who will bring them,
how to gain the advantages of a paradigm shift, how to recognize change
and how to start talking about paradigms.
Pareto Analysis. Executive Learning, 1994. 25 min.
Tools for Continual Improvement. Healthcare Version, Series II.
Synopsis: The concept and process of Pareto analysis; the steps for constructing
a Pareto diagram; various applications or uses of Pareto analysis.
People Systems: The Toughest Challenge. Films Incorporated, 1992.
25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Dr. Deming shows how managers at General Motors' Powertrain
Division applied his philosophy to create a compensation system that replaced
old methods of performance appraisal and ranking. In the new system, a
manager's role changes from that of a judge--a 'power position'--to that
of a coach.
Planning for Data Collection. Executive Learning, 1994. 16 min.
Tools for Continual Improvement. Healthcare Version, Series II.
Synopsis: A series of eight questions that data collectors should address
in developing a data collection plan; a discussion of each question and
examples of how each question may be addressed.
Plenty. Institute for Healthcare Improvement, 2002. 58 minutes.
14th Annual National Forum on Quality Improvement in Healthcare.
With: Donald M. Berwick.
Note: 12/10/2002 presentation
Synopsis: Plenty discusses the need to work on the assumption of abundance,
find the natural capital of healthcare, and make use of these assets:
patients, families, and communities; life experiences of the health care
work force; knowledge from the variation among us; global brains.
The Power of Vision. ChartHouse Learning Corporation, 1990. 30
min.
Discovering the Future series.
With: Joel Arthur Barker.
Synopsis: 'What do almost all successful individuals and organizations
have in common? The power and depth of their vision of the future. Compelling
goals and a positive, meaningful vision of the future provide purpose
and direction in the present. Great vision almost always precedes great
accomplishments-- empowering us to solve problems and achieve goals.'.
Profound Knowledge for Leadership. Films Incorporated, 1992. 25
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Dr. Deming, Dr. Maccoby, and General Motors managers consider
the qualities of a successful leader and how to guide the transformation
of an organization into a cooperative environment. Learn why it is important
for managers to have a theory to predict 'how people will behave'.
Project Identification. The Juran Institute, 1981. 22 min.
Quality Improvement in Health Care series.
With: Joseph M. Juran.
The Prophet of Quality. Films Incorporated, 1992. 60 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Part 1) a new look at the famous 14 Points; the historical context
of Dr. Deming's methods, including the statistical methods that sparked
his ideas; the 14 Points in more personal terms--a way of life as well
as a productivity tool. Part 2) six Western ideas that are obstacles to
adoption of Dr. Deming's philosophy--competition's more effective than
cooperation; there's no way everyone can win; it's more important to please
the boss than the customer; someone's to blame for every problem; concentrate
on fixing the parts, and the system will take care of itself; once you
get a college diploma, you are educated.
Putting Deming and The Baldrige Award Together. Films Incorporated,
1993. 30 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: How Dr. Deming's 14 Points and theory of Profound Knowledge
provide the values that Dr. Deming believes are missing from the Baldrige
guidelines; how to employ the Deming philosophy in your quality improvement
effort; how to recognize the hazards of benchmarking, the limitations
of goal setting, and the problems of interpreting data.
Quality Assurance: Demonstrating Quality, Demanding Accountability.
American Hospital Association, 1988. 90 min.
9/22/89 teleconference.
Synopsis: How hospitals can ensure that their QA programs meet the criteria
while accurately and objectively monitoring the quality and appropriateness
of patient care; the specific features of a successful QA program; development
of a comprehensive database with retrospective and concurrent monitoring.
Quality Benchmarks for Executives. The Juran Institute, 1991. 30
min.
Synopsis: Quality vision; strategy and deployment; organization and resources;
data and information; quality culture.
The Quality Gap: Medicine's Secret Killer. Films for the Humanities
& Sciences, 2000. 49 minutes.
Critical Condition with Hedrick Smith
With: Hedrick Smith.
Synopsis: "Pulitzer Prize-winning journalist Hedrick Smith travels
the length and breadth of the United States to critically examine the
quality, affordability, and availability of healthcare. Case studies of
ordinary Americans, supported by thorough medical and academic research,
provide a timely checkup for a medical system that more and more say is
in need of intensive care".
Quality in the Office. American Management Association and Rath
& Strong, 1992. 20 min.
Synopsis: Designed to help set the stage for an initial quality effort--or
a new phase of an ongoing quality effort--in the office.
The Quality Leader. Films Incorporated, 1992. 25 min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Quality is leadership-driven, and here Dr. Deming describes
the attributes of a successful leader and defines leadership's role in
achieving improved quality and increased productivity; the three sources
of power every manager must draw upon to become an effective leader.
The Quest for Quality in Health Care. Films Incorporated, 1989.
18 min.
With: Karl Albrecht, Stephen Shortell, William Jessee, and Kristine Peterson.
Synopsis: Covers how to create value for the customer to improve quality,
reduce costs, and create customer satisfaction; define quality from the
customer's viewpoint to uncover who your customers are and how they evaluate
quality; the two types of quality--product quality and service quality;
the dimensions of service quality--tangibles, reliability, responsiveness,
assurance, and empathy; improve quality performance by relying on employees
to identify ways in which to create exceptional value for customers; manage
moments of truth--those instances when a customer comes in contact with
some aspect of the organization and makes a judgment about the quality
of the service; the importance of communicating the benefits of quality
to everyone in your organization.
The Red Bead Experiment and Life. Films Incorporated, 1992. 25
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: A classic demonstration of why it's impossible for traditional
American managerial techniques to lead us to quality improvement; why
employing well-intentioned, hard workers is not enough--managers must
design the process to produce quality; how punishment for 'poor performance'
and reward for 'good performance' can be counterproductive; how 'good
management' in this new economic age requires an uninhibited flow of information
between management and workers.
The Remedial Journey: Resistance to Change. The Juran Institute,
1981. 29 min.
Quality Improvement in Health Care series.
With: Joseph M. Juran.
Review TQM Progress and Revise Five-Year Plan. GOAL/QPC, 1990.
23 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: Plans for the future based on careful analysis of the successes
and failures of the past year's efforts; three different reviews--the
quarterly, the yearly, and the five-year plan review--which are interdependent
and focus on customer perceptions, in addition to results.
Risk Management and the Joint Commission Standards: A Patient-Centered
Approach. Joint Commission on Accreditation of Healthcare Organizations,
1987. 150 min.
9/10/87 teleconference.
Synopsis: The Joint Commission Risk Management Initiative; structuring
an integrated risk management/quality assurance program; data use and
management; patient-centered risk reduction.
Rx for Preventing Medication Errors. Greeley, 2000. 9 minutes.
Synopsis: Provides an easy, cost-effective, and memorable way to motivate
staff to think about medication errors and what they can do to help prevent
errors; discusses how to identify systems-related problems that present
medication-safety risks; examines how to make necessary changes to reduce
the risk of medication errors.
Selecting, Developing, and Integrating Indicators in a Hospital's Performance
Improvement Program. Joint Commission on Accreditation of Healthcare
Organizations, 1997. 90 min.
1997 Joint Commission videoconference series.
6/10/97 presentation.
Synopsis: Describes the Joint Commission's ORYZ requirements for measurement
and improvement; identifies suitable performance measurement systems;
determines the use of measurement data to improve processes and outcomes.
Service Recovery. Service Quality Institute, 1999. 17 minutes.
Synopsis: Defines service recovery and provides samples of service recovery
in action.
A Special Message to the American Society for Quality Control.
American Society for Quality Control, 1987. 18 min. National Quality Month
series.
Strengthening Medical Staff Involvement in Quality Improvement.
American Hospital Association, 1992. 90 min.
4/16/92 teleconference.
Synopsis: Physicians' effectiveness in and commitment to hospital-wide
Quality Assurance and Quality Improvement; Quality Improvement tools.
Summit on Quality. American Hospital Association, 1988. 240 min.
3/31/88 teleconference.
VC 660 Pts. 1-2
Supervising for Quality. Toastmasters International/Kantola Productions,
1995. 26 min.
Quality-Centered Management video series.
Synopsis: Learn how to--enhance communication; praise, criticize, and
discipline constructively; build employee commitment; motivate employee
involvement; encourage continuous improvement; lead by example.
The Team Approach. Toastmasters International/Kantola Productions,
1995. 24 min.
Quality-Centered Management video series.
Synopsis: Learn how to--identify team projects; identify projects best
not assigned to teams; select the right team participants; nurture teams
through development stages; define team members' roles and responsibilities;
build team identity.
Team Meeting Skills. Executive Learning, 1991. 18 min.
Tools for Continual Improvement. Healthcare Version, Series I.
Synopsis: The concept of a meeting as a process to be defined and improved;
the seven-step meeting process; team meeting roles.
Team Performance: The Critical Success Factor in Continuous Quality
Improvement Efforts. American Hospital Association, 1991. 90 min.
Fundamentals of CQI series.
10/17/91 teleconference.
Synopsis: Team vision; benefits of self-directed work teams; the manager's
role in building CQI teams; empowerment; interaction agreements; how to
boost a team's performance--and ensure CQI; key leadership skills and
team-building behaviors are explored and tied to the role of hospital
managers and supervisors in a CQI environment.
A Theory of a System for Educators and Managers. Films Incorporated,
1993. 30 min.
The Deming Library.
With: W. Edwards Deming and Russell Ackoff.
Synopsis: Why an understanding of analysis and synthesis is crucial to
educators and managers wanting to transform their traditional approaches
to management; why ineffective organizations are not the fault of their
people, but of the system itself; why analyzing ineffective 'parts' in
your organization will never produce desired results; how an understanding
of education as a system naturally leads to an emphasis on teaching students
how to learn.
Top Management's Decision to Implement TQM. GOAL/QPC, 1990. 14
min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: The CEO's and top management's commitment to TQM; steps needed
to begin the process--1) education on the need to change; 2) formation
of an Executive Steering Committee; 3) gaining executive consensus; 4)
development of an initial plan of action.
Total Quality Management: Is Your Hospital Ready? American Hospital
Association, 1989. 90 min.
10/26/89 teleconference.
Synopsis: Relates how the quality management concept can be applied to
health care organizations; pros and cons of the concept; procedures for
implementation.
Total Quality Management. Ten Elements for Implementation. Series
Overview. GOAL/QPC, 1990. 19 min.
Total Quality Management. Ten Elements for Implementation series.
Total Quality Management: A How-To Workshop for Professionals.
CareerTrack, 1992. 210 min.
With: Verne Harnish.
Synopsis: Volume 1) the shift in the way we think about quality; measuring
quality. Volume 2) following a moving customer; how to tap the brainpower
of everyone in your organization. Volume 3) thinking long term--acting
short term; where to begin to implement TQM.
Understanding Profound Knowledge. Films Incorporated, 1992. 25
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: A detailed explanation of how profound knowledge--an understanding
of the entire system--is necessary to achieve quality at a cost that will
entice the customer; includes illustrations of why quotas and time standards
are barriers to improvement.
Understanding the Baldrige Award. Films Incorporated, 1993. 30
min.
The Deming Library.
With: W. Edwards Deming.
Synopsis: Why managers preparing to use the Baldrige criteria must keep
the principles of Profound Knowledge in mind; why the most important activities
or results in an organization cannot be measured; why employees should
be encouraged to work cooperatively, rather than to compete among themselves;
the pitfalls of benchmarking and risks of simply copying others.
Understanding the Customer. GOAL/QPC, 1990. 18 min.
Total Quality Management. Ten Elements for Implementation series.
Synopsis: The core of the entire TQM process; Quality Function Deployment;
steps in initiating a QFD process--1) collect information about customer
expectations; 2) translate data gathered into company language; 3) translate
customer needs into quality characteristics; 4) prioritize into critical
areas for improvement.
Variation: The Foundation of Run Charts and Control Charts. Films,
Incorporated for Executive Learning, 1994. 30 min.
Tools for Continual Improvement series.
Synopsis: 'The concept of variation--one of the key areas of knowledge
needed for continual improvement--is often one of the most difficult for
organizations to grasp. The concept is basic to an understanding of process
performance and the decisions needed to monitor, control and improve the
products or services you provide.' This program provides trainer's notes,
participants notes, reference cards, and a wallchart to build a foundation
for the use of run charts and control charts. Describes the need for graphical
pictures of process output; explores ways to identify special cause variation
or to determine if only common cause variation is present; discusses strategies
to make appropriate decisions based on the type of variation present in
the process; explores the concept of process capability and the role variation
plays in improving the capability of a process to meet customer needs.
W. Edwards Deming ... His Learning and Legacy. Films Incorporated,
1994. 201 min.
10/14/94 teleconference recorded on the occasion of Dr. Deming's 94th
birthday.
Synopsis: Colleagues and scholars of the late W. Edwards Deming discuss
advances in the understanding and practice of his management philosophy.
Features lively panel discussions on the topics of how to talk effectively
about quality, the importance of personal and organizational value in
continual improvement, and how business can help government re-invent
itself.
What to Do Instead of a Performance Appraisal. Films Incorporated,
1992. 21 min.
Implementing Deming: The Philosophy in Practice.
With: Peter R. Scholtes.
Synopsis: How to replace damaging performance appraisals with successful
methods for giving feedback and direction to employees, selecting people
for promotion, and determining salaries; how to focus on improving systems
rather than trying to hold individuals accountable for failures; how to
devise systems by which employees receive feedback from internal and external
customers and suppliers; why an 'open door' policy is a hoax.
What to Do Instead of Managing By Objective. Films Incorporated,
1992. 28 min.
Implementing Deming: The Philosophy in Practice.
Synopsis: How you can achieve improvement by using data rather than management
by objective. The key is the Shewhart Cycle, a plan for replacing the
old numerical goals and ratings with new strategies designed to improve
your methods of achieving better quality and productivity. Discover how
to use the Shewhart/Deming Cycle (Plan, Do, Check, Act) to achieve continuous
quality improvement; how barriers between departments, a lack of constancy
of purpose,' fear, and lack of training impede growth; how to organize
improvement efforts according to key business needs.
Which Hat Is On? Institute for Healthcare Improvment, 2001. 50
min. With: Mark D. Smith.
Synopsis: Dr. Smith discusses payer and provider incentives for quality
improvement and argues for public reporting and market forces.
The list of resources on this page is not intended to be complete or
comprehensive. The selected resources included are representative of the
subject area covered and are an excellent starting point for further research.
Additional print and electronic information can be found by conducting
your own literature search, consulting other library collections, or contacting
a professional librarian/informationist for assistance. Please check with
your local library to determine availability of these resources and local
library access to national interlibrary loan networks for resources not
owned locally. The list of resources is updated regularly as new resources
are identified by the Mayo Clinic Libraries, Mayo Clinic College of Medicine.
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