1. Quality Pioneers

2. Ignaz Semmelweis
Hungarian physician in Vienna, Austria

3. Ignaz Semmelweis
Hungarian physician in Vienna, Austria

5. Florence Nightingale 1820 - 1910
“The Lady with the Lamp”
Nightingale's 'Coxcombs‘

6. Florence Nightingale 1820 - 1910
Hear her voice: “When I am no longer even a memory, just a name, I hope my voice may perpetuate the great work of my life. God bless my dear old comrades of Balaclava and bring them safe to shore. Florence Nightingale.
Country Joe McDonald’s Tribute to Florence Nightingale

7. Abraham Flexner 1866 - 1959 Institute for Advanced Study
The Flexner Report - Medical Education in the United States and Canada (1910)
Download the Report
Source: Regis, E. (1987). Who Got Einstein’s Office. Reading, MA: Addison-Wesley Publishing.

8. Ernest Codman 1869 - 1940 1895 Graduate of Harvard Medical School
The End Results Hospital
Halifax Harbor Disaster
Practice Post-WWI
Quality Legacy

9. Quality Pioneers Walter Shewhart W. Edwards Deming J. M. Juran
Philip B. Crosby
Koaru Ishikawa
Other Quality Gurus

10. Walter Shewhart
Father of Statistical Quality Control
PDCA Cycle

11. W. Edwards Deming 14 Key Principles 7 Deadly Sins Constancy of Purpose
Innovation Prized
Emphasis on Statistical Sampling
Top Management Commitment
7 Deadly Sins
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

12. J. M. Juran “Fitness for Use” The Quality Trilogy The 10 Step Process
Quality as Defined by the Customer
The Quality Trilogy
Planning
Control
Improvement
The 10 Step Process
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

13. Philip B. Crosby The Art of Hassle Free Management
Management must create the appropriate environment
What popular social icon disputes this as the status quo?
Dilbert
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

14. Philip B. Crosby Quality = Ultimate Goal = “Zero Defects”
“Conformance to Requirements” in order to prevent errors
Ultimate Goal = “Zero Defects”
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

15. Philip B. Crosby Best Measure = Cost The 14 Step Process
Price of Nonconformance
Price of Conformance
The 14 Step Process
Key Point: Management must be committed to quality and share this commitment with employees
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

16. Differences Between The Philosophies
Defining Requirements for Quality
Crosby & Juran: The Provider
Deming: The Customer
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

17. Differences Between The Philosophies
Costs
Crosby & Juran: Standardize the Cost Definition, Then Monitor
Deming: Emphasize the Process Definition, Examine Variations
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

18. Differences Between The Philosophies
Role of Authority
Crosby and Deming: Project Improvement Teams Determine “Bottom-Up” Selection of Areas to Focus on Quality
Juran: Top Down Selection of Teams and Projects
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

19. Differences Between The Philosophies
Orientation
Crosby: Motivation/Culture Change
Deming and Juran: Use of Statistics
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

20. Common Concepts Top Management Leadership
Must Drive the Process
Corporate Framework for Quality
Quality Must Be Incorporated Into Mission and Value Statements
Quality Must Become An Organizational Routine
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

21. Common Concepts Transformation of Current Culture
Why Is This Important?
Quality Education and Training
Necessary At All Levels
Needed For Employee Orientations And Periodic Training
Must Incorporate CQI Tools
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

22. Common Concepts Continuous Improvement in Quality
New Products And Features
Reduced Costs To Maintain Same Quality
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

23. Common Concepts Role of the Customer
Customer’s Requirements Must Be Identified
Customer’s Satisfaction Must Be Measured And Monitored
Complaint Management Systems Must Be Developed
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

24. Common Concepts Focus on System Improvement
Study Process Variations
Identify Causes of Error
Measurement and Experimentation
Employ CQI Tools
Pareto Chart/Rule
Control Chart
“Fishbone Diagram”
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

25. Common Concepts Quality Management Process
Must Be Integral to Day-to-Day Operations
Recognition and Communication
Source: Sahney et al. “Quality Improvement Process: The Foundation
for Excellence in Health Care.” Journal of the Society for Health
Systems, Vol. 1, No. 1, 1989.

26. Kaoru Ishikawa
Quality Circles
The Ishikawa (“Fishbone”) Diagram

27.
Other Quality Gurus

28. Quality Pioneers