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Published by: Asia Case Research Centre, The University of Hong Kong
Published in: 2001

Abstract

This case looks into the success factors in implementing a continuous quality improvement (or CQI) initiative in a project called ''Pre- Operative Skin Preparation: Shaving and Pre-Operative Baths'' at Queen Mary Hospital in Hong Kong. Using Focus, Analyse, Develop and Execute (FADE) as a CQI model, the CQI Unit''s skin preparation project achieved the CQI objectives. The CQI Unit''s intention is to administer the same CQI model in other areas, one of which is the ''Food Wastage Minimisation'' project. A critical factor in the implementation is: How should the CQI Unit move forward with other changes using CQI? How should the CQI Unit respond to organisational resistance and managing professionals through change? The Unit also has to consider where and how to collect data in determining areas for CQI application. What are the key elements to be considered to achieve the co-operation of everyone at QMH, or at least of critical decision-makers? A Czechoslovakian translation is available ''CZ301-190-1''.
Location:
Industry:
Other setting(s):
2000

About

Abstract

This case looks into the success factors in implementing a continuous quality improvement (or CQI) initiative in a project called ''Pre- Operative Skin Preparation: Shaving and Pre-Operative Baths'' at Queen Mary Hospital in Hong Kong. Using Focus, Analyse, Develop and Execute (FADE) as a CQI model, the CQI Unit''s skin preparation project achieved the CQI objectives. The CQI Unit''s intention is to administer the same CQI model in other areas, one of which is the ''Food Wastage Minimisation'' project. A critical factor in the implementation is: How should the CQI Unit move forward with other changes using CQI? How should the CQI Unit respond to organisational resistance and managing professionals through change? The Unit also has to consider where and how to collect data in determining areas for CQI application. What are the key elements to be considered to achieve the co-operation of everyone at QMH, or at least of critical decision-makers? A Czechoslovakian translation is available ''CZ301-190-1''.

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Location:
Industry:
Other setting(s):
2000

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