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1. Introduction Quality improvement has a long history in organisational thinking and practice. Organisational systems have evolved through:
There is a wide variety of language that people use, for example, Total Quality Management, Quality improvement, Continuous quality improvement, Business excellence. In the development of organisational thinking and practice there have been a number of key people including:
While there are differences between their approaches there is also much in common. The essence of quality improvement is:
Some of the other key elements in quality improvement in human service organisations include:
There are a variety of tools that managers, team leaders and staff many find useful in improving processes to improve quality, for example, flow charts, Pareto analysis, fishbone diagrams, benchmarking. In Australia in recent years there have been many changes happening that are related to quality improvement, for example:
It is important for non-profit human services organisations to find their way through the maze and to develop their own appropriate approach to quality improvement. Much of the quality improvement thinking, literature and tools originated in manufacturing and so there are unique challenges when implementing quality improvement in human services. When implementing specific quality improvement models, standards or accreditation systems both the costs and benefits need to be weighed up, for example, some organisations have found the paperwork and the time it can take to outweigh the benefits. Some key questions to ask are:
Key decision(s): Which of the following do we want in our organisation?
Are there standards and accreditation that we require because of funding agreements? How do these relate to what we want?
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