Development of a Total Quality Leadership Implementation Roadmap for Naval Hospital, Pensacola, Florida

Abstract

Following Department of Defense (DoD) guidance, the Department of the Navy (DoN) is aggressively pursuing widescale implementation of a continuous quality improvement philosophy. This philosophy, generally known as Total Quality Management (TQM) in the DoD, is widely known as Total Quality Leadership (TQL) within the Department of the Navy. A review of the literature examining the history of continuous quality improvement in the civil sector, DoD, DoN, and the Navy Medical Department is presented. Findings of a survey diagnostically outlining work force perceptions of the organizational culture also are presented. The literature reveals that transformation to TQL involves altering the corporate culture as well as the need to change long-standing managerial paradigms. Although success stories abound, the transition to continuous quality improvement is time-consuming, and it requires patience and determination. A seven-phase TQL implementation roadmap for Naval Hospital, Pensacola, was developed. This two-year initiative was designed to assist management in ensuring an environment supportive of TQL growth within the organization.

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1991
Accession Number
ADA261740

Entities

People

  • James Hiland

Organizations

  • Academy of Health Sciences

Tags

Communities of Interest

  • Biomedical

DTIC Thesaurus Topics

  • Business Administration
  • Classification
  • Commerce
  • Databases
  • Health Care
  • Health Services
  • Hospitals
  • Literature Surveys
  • Management Personnel
  • Materials
  • Medical Personnel
  • Organizational Structure
  • Personnel Management
  • Quality Control
  • Reliability
  • Total Quality Management
  • United States

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  • Organizational Process Management (OPM).
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