Food-Service-Manual-for-Health-Care-Institutions

Food Service Manual for Health Care Institutions
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Table 4.1. Cultural Traits Shared by CQI Organizations
Characteristic Summary
Quality definition Knowing what quality “looks like” in an organization (for
example, a statement on how to greet customers)
Business strategy Business plan incorporating strategies for quality goals and
objectives, along with written plans for meeting them
Communication Two-way flow between employees and leaders
Supplier partnerships Organization-vendor commitment to provide best value at
lowest possible cost
Error-free attitude Mind-set to “do it right the first time—every time”
Fact-based versus Process versus outcome (quantity) orientation; long-term
result-based management versus short-term results
Employee empowerment Employee autonomy, involvement, ownership of work
process
Physician involvement Improved quality of practice patterns through multidisciplinary
teamwork, critical paths, physician liaisons
Training and retraining Continuing education through hands-on learning, crossfunctional
training, development of in-house expertise, for
example
Problem solving through teamwork Inter- and intradepartmental evaluation, decision making,
prioritizing; some accountability to quality council
Work process focus Realization that processes account for 85 to 95 percent of
problems and that individuals may or may not account for
remaining 5 to 15 percent
Innovation and risk taking Employee freedom to be creative and experiment without
fear of reprisal or job loss
Reward and recognition Social (verbal congratulations), tangible (success celebrations),
or symbolic (plaques or pins) acknowledgment for
effort and accomplishment
Communication
Employees in a CQI culture are clear about what direction the organization is taking and are
able to articulate both the organization’s vision and their department’s quality definition.
Communication from upper leadership is critical to ensuring continuous improvement because
as goals and objectives change, staff members must be informed. Top-level leaders also must
convey information on the organization’s successes, including its financial status.
Remember, communication also should flow from the bottom up. Employees must feel free
to express concerns and to give managers their input on what changes are needed for improvement.
Employee-generated communication is a must for quality improvement teams and for
interdepartmental teams.
One method for communicating the plan, quality definition, and reporting requirements is
an employee handbook or manual that includes a list of trainer–facilitators, references to assist
with teamwork and measurement, and forms for reporting and monitoring team activities.
A loose-leaf binder should be used so that material can be added to reflect CQI changes.
Communication is discussed further in Chapter 7.