The Quality Carry-over
Others have written on this
topic, and I have alluded to it previously as well. Quality is an interesting arena in which one
can work because once you have bought into the philosophy it tends to spill
over into other work and non-work areas of your life.
You might say that other
professions do this as well. Physicians and
nurses often find hobbies related to health information, such as becoming health
historians or health artists, or becoming health information apps
developers. Chefs often become
sophisticated foodies, searching out the perfect tomato or traveling to the out most regions to savour the perfect dumpling.
Metal workers become sculptors. Profession
becomes hobby.
But Quality is
different. True, Qualitologists often
find themselves creating their own personal OFI lists, and finding ways to
maintain personal records and receipts in a way that would paralyze a “normal
person”. Quality Carry-over goes beyond
that because the qualitologist starts seeing the “flaws” in the world around
them and then starts to try to do something about them. This is not profession becoming hobby; it is
profession become obsession.
An example. Over the last while I have had some health
issues that have required me to stop being a physician and start becoming a
patient. And that is rarely a good
thing because as a general rule we are not very compliant patients. We suffer from “I know better”.
But there are some areas in
which we do know better. Over a short
hospitalization I was seen by 3 medical specialists and probably 8 nurses and 5
technologists. All of them had tests to
record and reports to write, so that you would imagine that there would be a
lot of information generated. But when I
visited the out patient clinic, none of the records or reports (NONE) was
available. In addition, none of the
information was conveyed to my family doctor (NONE !) even though I was informed
that he would be responsible for my follow-up.
My prescription was written by one physician who informed me that I
should go to my family physician for refills which I would take for an extended
period, but no one told him was I was supposed to be taking. And finally while in the clinic I found that
there is another fellow with my same first name but with different last name,
different age, different birthday, and they still managed to get the two of us and
our records mixed up. Worst off, his
wife and my wife happen to be good friends, so the issues started to become a
breach of personal confidentiality.
I suspect that many people
would be miffed, and some would probably get angry. In some countries, not Canada, we might even
be getting close to the law-suit level of discontent. But I didn't go there. Instead, I wrote a memo to the person that I
perceived as the one most likely to “get it”.
I understand that this is the system in which she normally works and
probably sees as problematic but normal and
don’t see any way around it.
I mentioned that as a
healthcare savvy person I was going to be able to manoeuvre through this mess,
even if it meant writing my own prescriptions and refills. But for many of their patients this would be
chaos, and the risk of a bad event would be substantial. I suspect they happen all the time, but they
just get lost and missed in the shuffle.
I mentioned to her about occurrence
awareness and management, and how to organize an Opportunities for Improvement
(OFI) list, and offered my assistance in helping their group develop a strategy
and goals for quality improvement.
To date there is no
answer. I will wait a while and re-contact
her. If that doesn't work, I can always
kick it upstairs until I get a response.
"To date there is no answer." I can imagine. The first and foremost would be to instill in EVERY employee a sense of urgency for continuous improvement as some companies in Japan have found a way to do despite the hierarchical nature of their culture. In the "West" most people just think it's not their mission and anyways "it was always so". QM people are of a different breed but tend to get isolated pretty fast in big organizations. As the ISO standards say: quality is a function of top management. But no, it isn't unless your name is Jack Welch.
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