Competence management for healthcare staff is crucial for quality assurance in healthcare. Though competence evaluation is required for competence management, development of evaluation items is difficult because the items depend on work description. In this paper, we designed “competence evaluation system”, a method for competence evaluation in healthcare operation. And we developed a method to derive evaluation items in invasive medical techniques for medical doctors and in clinical tests for clinical technologists. In invasive medical techniques, we extracted evaluation items common to nine techniques and run a pilot study. In clinical tests, we derived evaluation items through description of a cause-and-effect diagram about variation of test results and implemented them on
site. As a result, competence evaluation based on concepts and methods in quality management can contribute to quality assurance in healthcare.
In the present age of rapid progress in software conversion, software quality judgment is one of important challenges. In this paper, Software quality judgment method for waterfall model development is proposed. Four techniques are applied for this purpose: quantitative data analysis, defect root-cause analysis, and assessment of specification and software. For accurate software quality judgment, it is necessary to evaluate both process quality and product quality. Quantitative data analysis and defect root-cause analysis are used for process quality evaluation. Assessment of specification and software are used for product quality evaluation. The software quality is judged by integrating these analysis results. This proposal is a technique cultivated for many years at NEC Corporation and has a proven track record.
The research group in JSQC for high reliability and safety has already proposed totally 6 kinds checklists in order to confirm and prevent the unfaithful manners inherent in quality management. Fundamental and important discussion contents were summarized to 10 topics. They would contribute to activate quality management by utilizing checklists. More discussions about the utilization are condensed in this paper. What the proposed checklists conducted and what should be done as a part of this activity hereafter in JSQC are described.
TQM has been systemized and established as a technique to visualize problems at worksites and management challenges in all segments of the industry and to solve them. It is unfortunate that major problems that are labeled slipshod QC and MS practices have taken place recently with representative leading companies of Japan, The phrase “Quality problems are fatal problems to companies” has been repeated many times throughout the years. What is needed today is dynamic and robust management that exercises strong governance at worksites and that implements dynamic measures in advance before a problem takes place, instead of falling behind and taking actions after a problem occurs. This article outlines the systematization of the seven scientific and proactive tools （SENTEKANRI, SE7）―Dynamic Robust Management （DRM） ―that has been made possible through the effective integration of TQM into ISO.（2nd report）
Management for value creation is a cyclic management method of providing value to customers, profiting from it, and reinvesting to provide new value. If quality is defined as satisfying the requirements of customers, management for value creation is synonymous with quality-centered management. A typical management activity centered on quality is Total Quality Management (TQM). TQM presents a framework to support management for value creation, and is not a passing fad. As for the activity elements of TQM, the evaluation items of the Deming Prize are well organized. In this lecture, I will focus on the outline of the activity elements as well as element “6. Development and active utilization of human resources and organizational capability,” which is at the core of TQM. In addition, since it is necessary for each organization to think about how to operate according to the TQM framework, I will also touch on future issues related to human resources.
In modern quality control, high-dimensional process control has become increasingly important. In addition to multivariate control chart, sampling strategy in context of limited resources with only partial information available was developed recently. In this article, we propose the sampling strategy which incorporates two new methods. First, we improve statistics in order to choose observing control characteristics in consideration of the correlations. Second, we separate the statistics for selecting characteristics and statistics for determining whether they are in-control or out of control. The two simulations show that this new sampling method has higher detection ability when the
mean shift occurs than the conventional method which does not consider the correlations especially in the case that the number of control characteristics is much bigger than that of characteristics which can observed .
Behavior observation is effective in understanding latent needs that customers themselves are not aware of. However, its success depends on the skill of the observer. In order to deal with this problem, Sekiya et al. have proposed the limited behavior observation method that makes it easier to find latent needs by narrowing down the behaviors to be observed in advance. In this study, a two-step behavior observation procedure to observe behaviors freely instead of the free-form questionnaire survey was proposed with aiming at further improving the effectiveness of the limited behavior observation method. In addition, this two-step behavior observation procedure was applied to multiple products with different properties and their effectiveness was examined. As a result, it showed that
1) using the two-step behavior observation procedure, the number of types of obtained required quality is 1.4 to 1.6 times higher than that using only the free behavior observation or the limited behavior observation, 2) it was possible to determine whether or not the behaviors limited at the second stage was effective based on such a scale as limited observation efficiency, and 3) the limited behavior observation could reduce the variation by the observer compared to the free behavior observation