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

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<strong>Food</strong> <strong>Service</strong> <strong>Manual</strong> <strong>for</strong> <strong>Health</strong> <strong>Care</strong> <strong>Institutions</strong><br />

98<br />

comparisons should be made using standards that are similar to each other in size, governing<br />

authority, self-operation, management, services provided, or the ability to share meaningful<br />

in<strong>for</strong>mation.<br />

Many professional food service organizations offer benchmarking services. There are also<br />

benchmarking companies that collect data on a nationwide scale and that will compare one<br />

organization against another. These companies set standards and costs <strong>for</strong> their services.<br />

Summary<br />

In the past, health care institutions measured the quality of clinical care with an emphasis on<br />

quality assessment. Quality assessment focused on reactive or retrospective monitoring of individual<br />

variance and per<strong>for</strong>mance. The recent emphasis on CQI views quality in terms of both<br />

process improvement and customer perspective.<br />

Continuous quality improvement is influenced by regulatory agencies, but a qualitycommitted<br />

organization will practice it with or without outside influence. Benefits of CQI include<br />

customer satisfaction, employee morale through involvement and ownership, and a costeffective<br />

business approach that offers better value to the customer. The best reason <strong>for</strong> an organization<br />

to adopt a CQI agenda is to compete at a higher level, improve quality, and reduce cost.<br />

An organization can expect to generate from 20 to 30 percent in cost savings by implementing<br />

a CQI process. The costs of implementing a CQI process include the labor <strong>for</strong> training<br />

and conducting team meetings, training materials, and possibly the use of a consultant.<br />

These costs are more than offset by the savings generated when processes are improved to<br />

decrease non-value-added steps. Occasionally the solution to a process or system problem will<br />

cost more in the short term to correct than to leave it as is. But when the cost of the solution<br />

is considered over the long term, with the customer in mind and in regard to total savings from<br />

process improvement, it may be determined to be the best solution.<br />

Bibliography<br />

Albrecht, K., and Zemke, R. <strong>Service</strong> America. Homewood, Ill.: Dow Jones-Irwin, 1985.<br />

Black, J. S., and Porter, L. W. Management Meeting New Challenges. Upper Saddle River, N.J.:<br />

Prentice Hall, 2000.<br />

Briefings on Joint Commission on Accreditation of <strong>Health</strong>care Organizations and on Long-Term<br />

<strong>Care</strong> Regulations. Marblehead, Mass.: Opus Communication, 1999–2000.<br />

Causey, W. B. An Executive’s Pocket Guide to QI/TQM Terminology. Atlanta: American <strong>Health</strong><br />

Consultants, 1992.<br />

Causey, W. B. Business coalitions pushing Deming-style “bonding” with hospitals. Quality<br />

Improvement Through Total Quality Management 2(9):129–131, 1992.<br />

Causey, W. B. Clinical guideline movement merging with, supporting TQM. Quality Improvement<br />

Through Total Quality Management 2(12):179–180, 1992.<br />

Causey, W. B. Converting patients to customers a hard struggle in health care. Quality Improvement<br />

Through Total Quality Management 3(1):8–10, 1993.<br />

Causey, W. B. You can’t separate administrative, clinical systems, TQM experts say. Quality<br />

Improvement Through Total Quality Management 3(1):1–8, 1993.<br />

Deming, W. E. Improvement of quality and productivity through actions by management. National<br />

Productivity Review 2(1):12–22, 1982.<br />

Drummond, K., and Raffetto, K. Regulatory Update. <strong>Health</strong>care <strong>Food</strong> <strong>Service</strong> Trends, Winter 2000,<br />

pp. 24–26.

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