Results 291 to 300 of about 2,847,157 (340)
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Participatory continuous improvement
The Annals of Thoracic Surgery, 1994There are a number of limitations to current models of risk-adjusted outcome, continuous quality improvement, the most important of which are the reliance on chart abstraction for data collection, the focus on a procedure rather than a disease with several treatment options, and the emphasis on outcomes--particularly the identification of care ...
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Systems Practice, 1991
Continuous improvement, one of the panaceas currently in good currency, is an integral and important part of Total Quality Management (TQM). No one, of course, can oppose improvement, let alone continuous improvement. Unfortunately, however, what is called "continuous improvement" frequently isn't. In fact, it may hurt performance.
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Continuous improvement, one of the panaceas currently in good currency, is an integral and important part of Total Quality Management (TQM). No one, of course, can oppose improvement, let alone continuous improvement. Unfortunately, however, what is called "continuous improvement" frequently isn't. In fact, it may hurt performance.
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Continuous improvement improved
Work Study, 1999There is no one performance improvement methodology or technique which is universally applicable. Analyses the various approaches to performance improvement that have been used over the last decade within manufacturing industry. Uses the lessons to identify the key components of an approach to continuous improvement that can be tailored to a particular
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From Continuous Improvement to Continuous Innovation
Quality Management Journal, 2001In this paper Cole explores many concepts, including continuous improvement, continuous innovation, discontinuous innovation, incrementalism, exploitation, and exploration.
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The TQM Magazine, 1993
Discusses how many TQM initiatives fail due to lack of commitment by management. Suggests using an assessment framework so that every “benefit” becomes visible and, therefore, encourages even more effort. Contends that TQM programmes that have succeeded, have concentrated on behaviour first, tools second.
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Discusses how many TQM initiatives fail due to lack of commitment by management. Suggests using an assessment framework so that every “benefit” becomes visible and, therefore, encourages even more effort. Contends that TQM programmes that have succeeded, have concentrated on behaviour first, tools second.
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Continuous improvement and “Continuous Improvement”
Medical Journal of Australia, 2005openaire +5 more sources