Benefits of a Quality Management Program Effective quality management may strengthen a health care organization’s value and improve patient experience. Guttenberg Municipal Hospital (GMH) is a small 25 bed hospital located right off the banks of the Mississippi River in the rural town of Guttenberg, Iowa. GMH employs 105 employees and offers inpatient, outpatient, medical-surgical as well as other health outreach services to the community (Jacobsen, 2009). In the latter part of 1990, GMH became a member of the Iowa Health System’s rural hospital partner program and partnership with Finely Hospital from Dubuque, Iowa. Subsequently, GMH implemented a Continuous Quality Improvement (CQI) campaign to improve the quality of the hospital’s financial,
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MBCPE evaluates five key areas in the healthcare industry that measure leadership, workforce, customers, finance and market as well as health care and process to determine how balance the organization is managed (Duarte, Goodson & Arnold, 2013 p. 347). Eventually, to ensure the success for the new quality initiatives, the hospital included all managers as part of the CQI committee. Give the fact that the managers are members of the CQI committee; they became more motivated to empower and educate the new quality initiatives to their staff (Jacobsen, 2009). Soon thereafter, GMH drastically saw turn-around change in organizational culture to embrace the CQI initiatives. GMH was so dedicated to the CQI performance improvement plan that it was recognized by Iowa Recognition for Performance Excellence (IRPE) and ten of GMH employees were selected to serve as examiners for the IRPE program (Jacobsen, 2009). When management engages everyone to participate in the process for quality improvement initiatives, the momentum of the organization competitive position will improve. In 2008, GMH captured IRPE Silver Level awarded for their total quality performance
MBCPE evaluates five key areas in the healthcare industry that measure leadership, workforce, customers, finance and market as well as health care and process to determine how balance the organization is managed (Duarte, Goodson & Arnold, 2013 p. 347). Eventually, to ensure the success for the new quality initiatives, the hospital included all managers as part of the CQI committee. Give the fact that the managers are members of the CQI committee; they became more motivated to empower and educate the new quality initiatives to their staff (Jacobsen, 2009). Soon thereafter, GMH drastically saw turn-around change in organizational culture to embrace the CQI initiatives. GMH was so dedicated to the CQI performance improvement plan that it was recognized by Iowa Recognition for Performance Excellence (IRPE) and ten of GMH employees were selected to serve as examiners for the IRPE program (Jacobsen, 2009). When management engages everyone to participate in the process for quality improvement initiatives, the momentum of the organization competitive position will improve. In 2008, GMH captured IRPE Silver Level awarded for their total quality performance