ﺑﺴﻢ ﺍﻟﻠﻪ ﺍﻟﺮﺣﻤﻦ ﺍﻟﺮﺣﻴﻢ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻔﻨﻲ ﺍﻟﺘﺼﻮﻳﺮ ﺍﻹﺷﻌﺎﻋﻲ ﺍﻟﻄﺒﻲ RTTQM RADIOGRAPHY TECHNICIAN TOTAL QUALITY MANAGEMENT ﻧﺤﻮ ﺟﻮﺩﺓ ﺃﺸﻌﺔ ﻣﻌﺘﻤﺪﻩ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻤﺮﺿﻰ ﻭﺍﻟﻤﺮﺍﺟﻌﻴﻦ ﻣﻦ ﺧﻼﻝ ﺇﺗﻘﺎﻥ ﺍﻟﺘﺼﻮﻳﺮ ﺑﺸﻜﻞ ﺻﺤﻴﺢ ﻣﻦ ﺃﻮﻝ ﻣﺮﻩ ﻭﻛﻞ ﻣﺮﻩ، ﻭﻋﻠﻰ ﺍﻟﺪﻭﺍﻡ – ﻗﺴﻢ ﺍﺷﻌﺔ ﺑﻼ ﻋﻴﺐ The Way ahead toward Cc. RTTQM By doing right Imaging/X-Ray, firs time, every an& Forever © EISA ALI JOHALI ﻋﻴﺴﻰ ﺑﻦ ﻋﻠﻲ ﺍﻟﺠﻮﺣﻠﻲ A Lecturer B A. M. Sc. Heath Education, KSU 1407 /1987 Short Fellowship Planning Health Professions Education, UIC, USA 1991 MA (Ed. ) Nursing Curriculum, Teaching & Learning, UK 1995 Author of two published books, the 3 rd under publishing, plus 2 projected 20102011 Johali 59@hotmail. com RTTQM Group e learning 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ 1
ﺑﺴﻢ ﺍﻟﻠﻪ ﺍﻟﺮﺣﻤﻦ ﺍﻟﺮﺣﻴﻢ ﻷﻨﻨﺎ ﻧﺘﻌﻠﻢ ﻣﻔﺎﻫﻴﻢ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﺘﻤﻴﺰ ﻭﺍﻟﻌﻤﻞ ﺍﻟﻤﺘﻘﻦ ﻧﻔﺘﺘﺢ ﺗﻌﻠﻴﻢ ﻭﺗﻌﻠﻢ ﻣﻘﺮﺭﻧﺎ ﻫﺬﺍ ﻧﺬﻛﺮ ﺑﺒﻌﺾ ﻣﻦ ﺍﻟﺬﻛﺮ ﺍﻟﺤﻜﻴﻢ ﻋﻤﺎ ﺑﻘﻮﻟﻪ ﺗﻌﺎﻟﻰ ”ﻭﺫﻛﺮ ﻓﺎﻥ ﺍﻟﺬﻛﺮﻯ ﺗﻨﻔﻊ ﺍﻟﻤﺆﻤﻨﻴﻦ. . : ﺍﻭ ﻯ ﺍﻟ ﻭ ﺍﻭ ﻭ ﻯ ﺍ ﺍﻟ ﺍ ﺍ ﻡ ﺍ ﻧ ﻭ ﺍﻟﺘﻮﺑﺔ 501 ﺍﺍ ﻱ ﻻ ﻳ ﺍ ﻧﻡ ﻥ ﻧﻯ ﻡ ﻥ ﺍﻳ ﺍﻭ ﻭ ﻥ ﺍ ﻭﻭ ﻱ ﻳﻱ ﺍﻭ ﻭ ﻷ ﺍ ﻱ ﻥ ﺍ ﺍﻷﺍ ﺍﺑ ﻥ ﻧ ﺍﻟ ﺍﻟ ﻧ ﺍﻟ ﺍ ﺍﻝ ﻋﻤﺮﺍﻥ 591 ﻭﺳﺄﻞ ﻗﺒﻞ ﺃﻦ ﺳﺄﻞ ﻛﻢ آﻴﺔ ﻭﺭﺩﺕ ﺣﻮﻝ ﺍﻟﻌﻤﻞ ﻭﺟﻮﺩﺗﻪ ﻣﺜﻞ ﺍﻹﺟﺎﺩﺓ، ﺍﻟﺠﺪ ﻭﺍﻻﺟﺘﻬﺎﺩ، ﺍﻟﺘﻔﺎﻧﻲ، ﺍﻟﺘﻤﻴﺰ، ﻭﺍﻟﺤﺴﻦ ﺍﻹﺗﻘﺎﻥ. . . ؟“ )ﺧﻴﺎﺭ ﻣﻦ ﺧﻴﺎﺭﺍﺕ ﺍﻟﻤﺸﺎﺭﻛﺔ ﺍﻟﺒﺤﺜﻴﺔ ﻟﻌﺪﺩ ﻻ ﻳﺰﻳﺪ ﻋﻦ 01 ﻃﻼﺏ ﺑﺎﻟﻠﻐﺘﻴﻦ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺍﻻﻧﺠﻠﻴﺰﻳﺔ( 2
ﺧﻄﺘﻨﺎ ﻟﺘﻌﻠﻴﻢ ﻭﺗﻌﻠﻢ ﻧﺎﻓﻊ ﺍﻷﺴﺒﻮﻉ 2 -1 RTTQM Objectives & T – L Plan ﺍﻟﻤﻮﺿﻮﻉ • • • ﻣﻼﺣﻈﺎﺕ ﻃﺮﻕ ﻭﺗﻘﻨﻴﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻟﺘﻌﻠﻢ ﺗﻌﺎﺭﻑ ﻭﺗﻌﺮﻳﻒ ﺃﻬﺪﺍﻑ ﻭﺧﻄﺔ ﺗﺪﺭﻳﺲ ﻭﺗﻌﻠﻢ ﺍﻟﻤﻘﺮﺭ ﻟﻤﺎﺫﺍ ﺩﺭﺍﺳﺔ ﺍﻟﻤﻘﺮﺭ ؟: ﻣﻜﺎﻧﺘﻪ ﻓﻲ ﻣﻬﻨﺔ ﻭﺗﻌﻠﻴﻢ ﻓﻨﻲ ﺍﻟﺘﺼﻮﻳﺮ ﺍﻹﺷﻌﺎﻋﻲ ﺍﻟﻄﺒﻲ ﺑﻤﺎ ﻓﻴﻬﺎ ﻣﻬﺎﻣﻪ ﻭﻣﻬﺎﺭﺍﺗﻪ ﻣﺤﻠﻴﺎ ﻭﻋﺎﻟﻤﻴﺎ ﺗﺪﺭﻳﺲ ﻭﺗﻘﻴﻴﻢ ﺑﺎﻟﻠﻐﺘﻴﻦ ﻋﺮﺑﻲ ﻭﻣﻔﺮﺩﺍﺕ ﺍﻧﺠﻠﻴﺰﻳﺔ ﻣﺤﺎﺿﺮﺍﺕ ﺗﻔﺎﻋﻠﻴﺔ . . Video Maker + PPT ﺣﻮﺍﺭ ﻭﻧﻘﺎﺵ ﻭﺍﺳﺘﻔﺴﺎﺭﺍﺕ ﻓﺮﺩﻳﺔ ﻭﺟﻤﺎﻋﻴﺔ، ﻭﺗﻤﺜﻴﻞ ﺍﺩﻭﺍﺭ ﻋﺮﻭﺽ ﺗﻮﺿﻴﺤﻴﺔ ﻭﻣﻌﺎﺭﺽ ﻭﻧﺪﻭﺍﺕ ﻭﺑﺤﻮﺙ - ﺩﺭﺍﺳﺔ ﺣﺎﻻﺕ ﻭﺣﻞ ﻣﺸﻜﻼﺕ 4 -3 • ﻣﺨﺘﺼﺮ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻟﻠﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ: - ﻧﺒﺬﻩ ﺗﺎﺭﻳﺨﻴﺔ ﻭﺗﻄﻮﺭ ﻓﺘﻌﺮﻳﻒ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ - ﻣﺒﺎﺩﺉ ﻭﻣﺮﺍﺣﻞ ﺍﻟﺠﻮﺩﺓ = 6 -5 • ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﻭﻛﻴﻔﻴﺔ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ”ﺍﻟﺘﻘﻴﻴﻢ ﺍﻷﻮﻝ ﻟﺠﻮﺩﺓ ﺗﻌﻠﻢ ﺍﻟﻄﻼﺏ – ﻣﺪﻯ ﺍﺳﺘﻴﻌﺎﺑﻬﻢ ﻭﻣﺴﺘﻮﻯ ﺍﻟﺘﺤﺼﻴﻞ؟“ = 7 • ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﻭﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﻮﺍﺻﻞ = 8 - 01 • ﺃﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻋﺎﻟﻤﻴﺎ ﻭﻣﺤﻠﻴﺎ: ﺃﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻸﺸﻌﺔ ﻣﻬﻨﺔ ﻭﺗﻌﻠﻴﻢ • ﺃﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﺒﻨﺎﺀ ﻭﺍﻻﻋﺘﻤﺎﺩ ﺍﻟﻤﻬﻨﻲ ﻭﺍﻷﻜﺎﺩﻳﻤﻲ ﻧﻈﺎﻡ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻘﻴﺎﺱ ISO ”ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺸﻬﺮﻱ ﺍﻟﺜﺎﻧﻲ“ = 31 -11 • ﻓﻮﺍﺋﺪ ﺗﻄﺒﻴﻖ ﺃﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ • ﺗﺠﺎﺭﺏ ﺗﻄﺒﻴﻘﺎﺗﻬﺎ ﻓﻲ ﺍﻟﻤﺠﺎﻝ ﺍﻟﺼﺤﻲ ﻣﺤﻠﻴﺎ ﻭﻋﺎﻟﻤﻴﺎ • ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺸﻬﺮﻱ ﺍﻟﺜﺎﻧﻲ 61 -41 ﻣﺮﺍﺟﻌﺔ ﻋﺎﻣﺔ - ﻓﺎﻟﺘﻘﻴﻴﻢ ﺍﻟﻔﺼﻠﻲ ﺍﻟﻨﻬﺎﺋﻲ 3
ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻔﻨﻲ ﺍﻟﺘﺼﻮﻳﺮ ﺍﻹﺷﻌﺎﻋﻲ ﺍﻟﻄﺒﻲ RADTQM ﻣﺮﺍﺟﻊ ﻭﻣﺼﺎﺩﺭ ﺍﻟﺘﺪﺭﻳﺲ ﻭﺍﻟﺘﻌﻠﻢ ﻣﻠﺨﺼﻚ ﺍﻟﺬﺍﺗﻲ ﺍﻟﺬﻛﻲ ) ﻣﺎﻳﺤﻚﺟﻠﺪﻙ ﻇﻔﺮﻙ( ﻏﻴﺮ ﺍﻟﺠﻮﺣﻠﻲ، ﻋﻴﺴﻰ ﺑﻦ ﻋﻠﻲ )9002 102( ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﻤﻬﻦ ﺍﻟﺼﺤﻴﺔ: ﻣﻠﺨﺺ ﻣﺤﺎﺿﺮﺍﺕ ﻭﻣﺮﺍﺟﻌﺔ ﺧﺒﺮﺍﺕ ﻣﺤﻠﻴﺔ ﻭﻋﺎﻟﻤﻴﺔ )ﺗﺠﻬﺰ ﺍﻟﻘﻮﻳﻔﻞﻃﺮﻳﻖﺍﻟﻤﻠﻚﻋﺒﺪﺍﻟﻠﻪ ﺍﻟﺠﺎﻣﻌﺔ( ﺍﻣﺎﻡ ﺏ ﻣﺮﻛﺰ ﺍﻟﺘﺼﻮﻳﺮﺍﻟﻜﻠﻴﺔ، ﻣﺮﻛﺰﺧﺪﻣﺔ ﺍﻟﻄﻼ ﺃﺴﺎﺳﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ،ﻣﺘﺮﺟﻢﻋﻦﺭﻳﺘﺸﺎﺭﺩ ﻭﻳﻠﻴﺎﻣﺰ،ﻣﻜﺘﺒﺔ ﺟﺮﻳﺮ 3002 ﻳﻐﻄﻲ ﺟﺰﺀﻣﻦﺍﻟﻤﻘﺮﺭ( ) ﺧﻼ ﻝ 3ﺃﺴﺎﺑﻴﻊ ﻓﻲ ﺩ. ﻧﻴﺎﺯ، ﻋﺒﺪﺍﻟﻌﺰﻳﺰ ﺣﺒﻴﺐ ﺍﻟﻠﻪ، ﺟﻮﺩﺓ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ: ﺍﻷﺴﺲ ﻭﺍﻟﺘﻄﺒﻴﻖ 5002ﻡ )ﺟﺪﻳﺪ ﺑﺘﺎﺭﻳﺨﻪ ﻗﺪﻳﻢ ﺑﻤﺤﺘﻮﺍﻩ ﺭﻋﺎﻳﺔ ﺻﺤﻴﺔ ﺍﻭﻟﻴﺔ( ﺩ. ﺑﻦ ﺳﻌﻴﺪ، ﺧﺎﻟﺪ ﺑﻦ ﺳﻌﺪ ﻋﺒﺪﺍﻟﻌﺰﻳﺰ، ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ: ﺗﻄﺒﻴﻘﺎﺕ ﻓﻲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ: ﺗﻄﺒﻴﻘﺎﺕ ﻋﻠﻰ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ، ﺗﺄﻠﻴﻒ ﻫﻴﻮ ﻛﻮﺵ ﻭﺗﺮﺟﻤﺔ ﺩ. ﻃﻼﻝ ﺍﻻﺣﻤﺪﻱ ﺯﻗﺰﻭﻕ، ﺧﺎﻟﺪ ﺑﻦ ﺟﻤﻴﻞ ﻣﺼﻄﻔﻰ )80029241( ، ﺗﻄﺒﻴﻖ ﻣﺒﺎﺩﺉ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﺘﺤﺴﻴﻦ ﺃﺪﺍﺀ ﻛﻠﻴﺔ، ﺭﺳﺎﻟﺔ ﻣﺎﺟﺘﻄﻴﺮ ﺍﺩﺍﺭﺓ ﻭﺓﺘﺨﻄﻴﻂ ﺗﺮﺑﻮﻱ، ﺟﺎﻣﻌﺔ ﺃﻢ ﺍﻟﻘﺮﻯ )ﺍﺿﺎﻓﻲ( Total Quality Management: Strategies and Techniques Proven at Today's Most Successful Companies (Portable Mba Series) - Hardcover (Feb 1998) by Stephen George and Arnold Weimerskirch , Medical Quality Management: Theory and Practi…(Paperback) by American College of Medical Quality Prathibha Varkey MD The Healthcare Quality Book: Vision, Strategy…(Hardcover) by Elizabeth R. Ransom, Maulik S. Joshi A History of the Arab Peoples by Albert Hourani 1991 http: //www. amazon. com/History-Arab-Peoples-Albert Hourani/dp/0446393924/ref=cm_lmf_tit_1_rsrsrs 0#reader ﻣﺼﺎﺩﺭ ﺍﻟﻜﺘﺮﻭﻧﻴﺔ http: //hrdiscussion. com/hr 5154. html https: //www. sharjah. ac. ae/Arabic/Administrative_Services/cce/Pages/Medical. Sciences. Cou rses. aspx http: //forum. sqc. org. sa/default. asp
ﻟﻤﺎﺫﺍ ؟ ﺣﻮﺍﺭ ﻭﻧﻘﺎﺵ ﻣﺠﻤﻮﻋﺎﺕ ”ﻋﺎﺻﻔﺔ ﺫﻫﻨﻴﺔ ﺟﻤﺎﻋﻴﺔ“ 1. ﻣﺎ ﻫﻲ ﺍﻟﺠﻮﺩﺓ ﻭﻟﻤﺎﺫﺍ ﺷﺎﻣﻠﺔ ؟ ﻭﻫﻞ ﻟﻠﺤﻴﺎﺓ ﺟﻮﺩﺓ ؟ 2. ﺃﻬﻤﻴﺔ ﻭﻣﻜﺎﻧﺔ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﻌﻤﻞ ﻭ ﺍﻟﺪﺭﺍﺳﺔ ؟: ﻃﺒﻘﺎ ﻟﻠﻮﺻﻒ ﺍﻟﻮﻇﻴﻔﻲ ﻭﺃﻨﻈﻤﺔ ﺍﻟﻤﺰﺍﻭﻟﺔ ﻭﺍﻟﺨﻄﻂ ﺍﻟﺪﺭﺍﺳﻴﺔ 3. ﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﻤﺮﺍﺟﻊ ﻭﺍﻟﻤﺮﻳﺾ )ﺷﺎﺭﻙ ﻓﻲ ﻧﻘﺎﺵ ﺛﻘﺎﻓﺔ ﺍﻟﺠﻮﺩﺓ - ﻫﻞ ﺭﺿﺎ ﺍﻟﻨﺎﺱ ﻏﺎﻳﺔ ﺗﺪﺭﻙ ؟ - ﻫﻞ ﻓﻨﻲ ﺍﻷﺸﻌﺔ ﺑﺸﺮ ﻏﻴﺮ ﻣﻌﺼﻮﻡ ﻣﻦ ﺍﻟﺘﻘﺼﻴﺮ، ﻭﺍﻟﻘﺼﻮﺭ ﻭﺍﻟﺨﻄﺄ ؟ - ﻫﻞ ﺗﺴﻤﺢ ﻟﻠﻤﺪﺭﺱ ﻭﺍﻟﻄﺒﻴﺐ . . . ﺑﺎﻟﺨﻄﺄ ﻭﺍﻟﺘﻘﺼﻴﺮ ﻭﺍﻟﻘﺼﻮﺭ ﻭﺍﻹﻫﻤﺎﻝ. . . ؟ 5 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
The RTJD 3/19/2018 Johali 6
DIAGNOSTIC RADIOLOGIC TECHNICIAN ENTRY AND DIAGNOSTIC RADIOLOGIC TECHNICIAN OBJECTIVE JOB ANNOUNCEMENT CODE: 0700373 LOCATION: Madison, WI HIRING ORGANIZATION: The register established from this recruitment will be used to staff future vacancies that may occur in the Department of Family Medicine Clinics within the next six months. SALARY: Starting pay for the DRT Entry is $19. 054 and for the DRT Obj. is $20. 624 per hour, plus excellent benefits. Pay schedules/ranges are 06/15 and 06/16 respectively. A six-month probationary period is required. JOB DUTIES: Operate x-ray and film processing machines, taking all x-rays as requested by physicians; instruct patients about procedures to be performed, including precautions and safety factors; perform radiology exams; maintain equipment and accurate patient records. KNOWLEDGE REQUIRED: High School diploma or GED is required. Must be registered by the American Registry of Radiologic Technologists (ARRT), or eligible to register. Knowledge of current methods and techniques involved in diagnostic radiology and the ability to operate radiographic equipment. To qualify for the DRT Objective level, applicants must possess at least one year of radiographic work experience in an ambulatory care setting, outpatient clinic, emergency room, or physician's medical office. 7
Conclude: Why? Reasons ﺧﻼﺻﺔ: ﺍﻻﺳﺒﺎﺏ ﺍﻷﺴﺒﺎﺏ ﻣﺘﻌﺪﺩﺓ، ﺍﻷﻬﻢ: ﺍﻟﺠﻮﺩﺓ ﻣﻄﻠﺐ ﻣﻬﻨﻲ ﺟﺰﺀ ﻣﻦ ﻭﺻﻔﻲ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﻤﻌﺘﺪ ﻋﻠﻴﺔ ﺑﺮﻧﺎﻣﺠﻲ ﺍﻟﺪﺭﺍﺳﻲ )ﻣﻄﻠﺐ ﻃﺒﻴﻌﺔ ﻋﻤﻞ ﺍﻟﻤﺴﺌﻮﻟﻴﺔ ﺟﺰﺀ ﻣﻦ ﻭﺻﻔﻲ ﺍﻟﻮﻇﻴﻔﻲ ﻣﻬﻤﺔ ﺭﻗﻢ 01 ﺑﻮﺻﻔﻲ ﺍﻟﻮﻇﻴﻔﻲ( ﺍﻟﺠﻮﺩﺓ ”ﺍﺗﻘﺎﻥ“ ﻋﻤﻞ ﻭﺍﻻﺗﻘﺎﻥ ﻭﺍﺟﺐ ﺩﻳﻨﻲ ﻭﺑﺎﻟﺠﻮﺩﺓ ﺍﺗﺠﻨﺐ ﺍﻟﺘﻔﺼﻴﺮ ﻭﺍﻟﻘﺼﻮﺭ ﻭﺍﻟﺨﻄﺄ ﻭﺍﻻﻫﻤﺎﻝ ﻭﺑﻬﺎ ﺃﺤﻘﻖ ﺭﺿﻰ ﺍﻟﻤﺮﺿﻰ ﻭﺍﻟﻤﺮﺍﺟﻌﻴﻦ، ﻭﺭﺿﻰ ﺍﻟﻠﻪ ﺧﻴﺮ ﻭﺍﺑﻘﻰ. 8 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﻣﺨﺘﺼﺮ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺭﻭﺍﺩﻫﺎ Concise TQM Historical Development 9 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻣﺨﺘﺼﺮ ﺟﺬﻭﺭ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﺎﺭﻳﺨﻲ ﺧﻠﻖ ﺍﻟﻜﻮﻥ ﻭ ﺍﻹﻧﺴﺎﻥ Creation & Humankind ﺍﻷﺪﻳﺎﻥ ”ﺍﻟﻜﺘﺐ ﺍﻟﺴﻤﺎﻭﻳﺔ ﺍﻟﻤﻨﺰﻟﺔ ﺍﻟﻘﺪﻳﻤﺔ“ Religions ﻗﻮﺍﻧﻴﻦ ﻭﺃﺨﻼﻗﻴﺎﺕ ﺣﻤﻮﺭﺍﺑﻲ ﺣﻀﺎﺭﺓ ﻗﺒﻞ ﺍﻹﺳﻼﻡ Civilization ﺍﻹﺳﻼﻡ Hammurabi era Greece, Indian, Persian & Roman Pre Islamic ”ﺍﻟﻘﺮآﻦ ﻭﺍﻟﺴﻨﺔ“ ﻭﺣﻀﺎﺭﺗﻬﺎ ﺍﻻﺳﻼﻣﻴﺔ 006 – 0071ﻡ Islamic Civilization ﺣﻀﺎﺭﺗﻨﺎ ﺍﻟﻤﻌﺎﺻﺮﺓ ﻧﻬﻀﺔ ﻋﻠﻢ ﺻﻨﺎﻋﺔ ﻭﺗﻘﻨﻴﺔ ﺣﺪﻳﺜﺔ 0081 - ﺍﻵﻦ Modern Civilization
71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ Historical Overview Concise of Quality Gurus (spiritualleaders ) ﺍﻹﺳﻼﻡ ﺭﻭﺍﺩ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺤﻀﺎﺭﺓ ﺍﻟﻤﻌﺎﺻﺮ WESTERN QUALITY GURUS Philip Crosby, Edwards Deming and Joseph Juran ، )ﻛﺮﻭﺳﺒﻲ، ﺩﻳﻤﻨﺞ ( ﺟﻮﺭﺍﻥ have shaped the dimensions, practices and mechanism which underpin the concept, but it is noted that none of these three actually uses the TQM term. ﺭﻭﺍﺩ ﻭﻣﺆﺴﺴﻲ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻜﺮﺓ ﺍﻟﺠﻮﺩﺓ Feigenbaum and Ishikawa are the greatest contributors to the development of the term TQM ﺭﻭﺍﺩ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ Others; Shigeo Shingo; G Taguchi; and, recently: Avedis Donabedian (burn in Beirut 1919, USA, UK, Spain. . MD - Prof Harvards U. , produce huge numbers of Books, Researches, articles … in Quality of Health Care ﺭﺍﺋﺪ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺼﺤﻴﺔ The Term TQM started to be used in the mid-1980 s and only became a recognized part of the quality-related language in the early 1990 s, became global at 1992. as TQM s. ﺭﻭﺍﺩ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ISLAMIC QUALITY GURUS ﺍﺑﻦ ﺳﻴﻨﺎﺀ medical writings of Ibn Sina (Avicenna) have been explained about the close of the last century in Monabiliah The ﺍﻟﻐﺰﺍﻟﻲ Imam Chuck Hagel al-Ghazali, who was popular educational philosopher (http: //en. wikipedia. org/wiki/Imam_Al-Ghazali ) ﺍﻟﺮﺍﺯﻱ Al-Razi, who was a philosopher and a mathematician as well as a physician. ﺍﺑﻦ ﺧﻠﺪﻭﻥ ﺭﺍﺋﺪ ﺍﻟﺘﺮﺑﻴﺔ ﻭﺍﻟﺘﻌﻠﻴﻢ Ibn Khaldun: http: //www. wikipedia. org/Ibn. Khaldum AL Farabi: http: //en. wikipedia. org/wiki/Al-Farabi Ibn_Rushd: ﺇﺑﻦ ﺭﺷﺪ http: //en. wikipedia. org/w/index. php? title=Ibn_Rushd&redirect=no ﺍﻷﻨﺪﻟﺲ ﻭﺍﻟﺴﻨﺪ ﻛﺎﻧﻮﺍ ﺭﻭﺍﺩ ﺟﻮﺩﺓ ”ﻓﻠﺴﻔﺔ “ ﻭﻋﻠﻢ ﻭﻣﻤﺎﺭﺳﺔ ﺍﻹﺳﻼﻣﻴﺔ ﻓﻲ ﻭﻛﻞ ﻋﻠﻤﺎﺀ ﺍﻟﺤﻀﺎﺭﺓ 11
New Evidence Nov. 2009 Some milestones in the history of EBM Bradford-Hill publishes Principles of James Lind publishes review & clinical trial in Medical Statistics & MRC trial of streptomycin Treatise on Scurvy 900 AD 1780 1840 Al-Rhazi For I once saved one group by it, while I intentionally neglected another group. By doing that, I wished to reach a conclusion. 1937/48 1967 Alvan Feinstein publishes his book Pierre Louis Develops his “numerical method” and changes blood letting practice in France Clinical Judgement 1970’s
ﺗﺎﺑﻊ/ ﻣﺨﺘﺼﺮ ﺗﻄﻮﺭ ﺗﺎﺭﻳﺨﻲ - ﺟﺬﻭﺭ ﻭﺗﻄﻮﺭ ﻣﺼﻄﻠﺤﺎﺕ ﻣﺼﻄﻠﺢ Terms ﺍﻟﺰﻣﻦ Tomorrow Day after ﻣﻼﺣﻈﺔ ؟ 2991 ﺇﺩﺍﺭﺓ ﺟﻮﺩﺓ ﺷﺎﻣﻠﺔ TQM 0991 ﺟﻮﺩﺓ ﺷﺎﻣﻠﺔ TQ 7891 ﺭﻗﺎﺑﺔ Control Monitor 9791 ﺗﺤﺴﻴﻦ Improve 2691 ﺿﻤﺎﻥ ﺟﻮﺩﺓ ﻧﻮﻋﻴﺔ 1591 Quality 8491 ﺟﻮﺩﺓ 0091 ﺇﺗﻘﺎﻥ ﻗﺒﻞ 0091 31 Assurance ؟ Perform ﺇﺗﻘﺎﻥ ﺍﻟﺨﺎﻟﻖ ﺍﻟﺬﻱ ﻟﻴﺲ ﻛﻤﺜﻠﻪ ﺇﺗﻘﺎﻥ 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺗﺎﺑﻊ/ ﻣﺨﺘﺼﺮ ﺗﻄﻮﺭ ﺗﺎﺭﻳﺨﻲ - ﺟﺬﻭﺭ ﻭﺗﻄﻮﺭ ﻣﺼﻄﻠﺤﺎﺕ ﻭﻣﺠﺎﻻﺕ ﻋﺪﻳﺪﺓ ﻣﻨﻬﺎ: ﻭﻟﻠﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺣﺎﻟﻴﺎ ﻣﺼﻄﻠﺤﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ) TQI ﺃﻀﻴﻒ ﺭﻛﺰ ﻋﻠﻴﻪ ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﺮﻭﺍﺩ( ﺍﻟﺘﺤﻜﻢ ﺍﻭ ﺿﺒﻂ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ TQC ﻗﻴﺎﺩﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ TQL ﺍﻹﺣﺼﺎﺋﻲ ﻟﻠﺠﻮﺩﺓ SQC ﺍﻟﻀﺒﻂ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ ﻟﻠﺠﻮﺩﺓ CQI ﻭﻓﻲ ﻛﻞ ﻣﺠﺎﻝ ﻭﺗﺨﺼﺺ ﻭﻣﻦ ﺿﻤﻨﻬﺎ ﺗﺨﺼﺼﺎﺕ ﺍﻹﺷﻌﺎﻋﻲ ﺍﻟﻄﺒﻲ . . RTTQM ﻭﺟﻤﻴﻌﻬﺎ ﻟﻐﺎﻳﺔ ﻭﺍﺣﺪﺓ ﻫﻲ: ﺍﻷﺸﻌﺔ ﺍﻟﻄﺒﻴﺔ ﻭﻓﻲ ﻭﻣﻨﻬﺎ ﻓﻨﻲ ﺍﻟﺘﺼﻮﻳﺮ ﻭﺍﻟﻤﺮﺍﺟﻌﻴﻦ(“ ﺗﺤﺴﻴﻦ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻌﻤﻞ ﻳﺤﻘﻖ ﺭﺿﺎﻭﻣﺸﺎﺭﻛﺔﻭﻗﺒﻮﻝ ﺍﻟﻤﺴﺘﻬﺪﻓﻴﻦ ﺍﻟﻤﺮﺿﻰ ) ﻭﺗﻘﺒﻞ ﺑﻤﺎ ﺃﻮ ” ﻭﺭﺿﺎ ﺍﻟﻠﻪ ﻭﺍﺑﻘﻲ ﺧﻴﺮ ===== ﺱ: ﺍﻛﺘﺸﻒ ﻣﺪﻯ ﺻﺤﺔ ﻫﺬﻩ ﺍﻟﻌﺒﺎﺭﺍﺕ، ﻭﺻﺤﺢ ﺍﻟﺨﻄﺄ: - ﺭﺿﺎ ﺍﻟﻤﺮﺿﻰ ﻭﺍﻟﻤﺮﺍﺟﻌﻴﻦ ﻏﺎﻳﺔ ﺍﻟﺠﻮﺩﺓ - ﺭﺿﺎ ﺍﻟﻨﺎﺱ ﻏﺎﻳﺔ ﻻ ﺗﺪﺭﻙ - ﺍﻟﺨﻄﺄ ﻭﺍﻟﻘﺼﻮﺭ ﻭﺍﻟﺘﻘﺼﻴﺮ ﻣﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻄﺐ ﻭﺍﻟﻄﺒﻴﺐ ﻭﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ 41 ) ) ( ( ( ﺍﻷﺸﻌﺔ ﺑﺸﺮ، ﻭﺍﻟﺒﺸﺮ ﺧﻄﺎﺀﻭﻥ ) ﺻﺢ / ﺧﻄﺄ( ؟؟؟؟!!!! 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﻧﺸﺎﻁ ﺗﺄﻤﻠﻲ Reflective Activity 1 ﻓﻜﺮ ﻓﻲ ﺃﻤﺜﻠﺔ ﻟﺨﺪﻣﺔ ﺻﺤﻴﺔ ﻋﻠﻲ ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺠﻮﺩﺓ ﻭﻣﺜﺎﻝ ﺃﺨﺮ ﻟﺨﺪﻣﺔ ﺳﺴﻴﺌﺔ ﻣﻊ ﺫﻛﺮ ﺧﺼﺎﺋﺺ ﺍﻟﺨﺪﻣﺔ ﺍﻟﻤﻘﺪﻣﺔ ﻭﺍﻟﻨﻮﺍﻗﺺ ﺍﻟﺘﻲ ﻭﺟﺪﺗﻬﺎ . . . ﻣﻤﻜﻦ ﺃﻲ ﻣﻮﻗﻒ ﺳﻴﺊ ﻭآﺨﺮ ﻣﻤﻴﺰ ﺭﺍﺿﻲ ﺟﺪﺍ ﻋﻨﻪ Mention one example of good quality and another of poor quality you faced at any health care center and list the service features and . deficiencies you found ﺛﻢ ﻃﺒﻖ ﻣﻘﻮﻟﺔ ”ﺭﺿﺎ ﺍﻟﻨﺎﺱ ﻏﺎﻳﺔ ﻻ ﺗﺪﺭﻙ؟!!!“ ﻋﻠﻰ ﻧﻔﺴﻚ ﻭﻓﻜﺮ ﺃﻴﻀﺎ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻤﻔﺎﻫﻴﻢ ﺍﻟﻤﻤﺎﺛﻠﺔ ﺍﻟﺴﺎﺋﺪﺓ ﻟﺪﻳﻨﺎ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﺠﻮﺩﺓ ﻣﺜﻞ: - ﺍﻟﻨﺎﺱ ﺧﻄﺎﺀﻭﻥ. . ﻭﺧﻴﺮ ﺍﻟﺨﻄﺎﺀﻳﻦ ﺍﻟﺘﻮﺍﺑﻴﻦ. . ﻫﻞ ﺗﻨﻄﺒﻖ ﻋﻠﻰ ﺍﻟﻄﺐ ﻭﺧﻄﺄ ﺍﻟﻄﺒﻴﺐ ﻭﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ؟!! - ﺍﻟﻨﺎﺱ ﺑﺸﺮ، ﻭﺍﻟﺒﺸﺮ ﻏﻴﺮ ﻣﻌﺼﻮﻣﻴﻦ ﻣﻦ ﺍﻟﺨﻄﺄ. . ﻫﻞ ﺗﻨﻄﺒﻖ ﻋﻠﻰ ﺍﻟﻄﺐ ﻭﺧﻄﺄ ﺍﻟﻄﺒﻴﺐ ﻭﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ؟!! *** ”ﺃﺨﺘﺎﺭ ﺃﻲ ﻣﻔﻬﻮﻡ ﺍﻭ ﻋﺒﺎﺭﺓ ﺳﺎﺋﺪﺓ ﻟﺪﻳﻨﺎ ﻭﺍﺑﺤﺚ ﻋﻦ ﺣﻘﻴﻘﺘﻬﺎ ﻭﻣﺪﻯ ﺗﻄﺒﻴﻘﻬﺎ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﻭﻋﻼﻗﺘﻬﺎ ﺑﺎﻟﺠﻮﺩﺓ ﺍﻟﺼﺤﻴﺔ“ 51 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ MLTTQM ﻣﻜﺎﻧﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻹﺳﻼﻡ ﻻ ﻳﺪﻉ ﻣﺠﺎﻝ ﻟﻠﺸﻚ ”ﺃ ﺍﻟﺠﻮﺩﺓﻓﻲ ﻦ ﺑﺎﻟﺘﺄﻤﻞ ﻓﻲ ﻣﻌﺎﻧﻲ ﻭﻣﺼﻠﺤﺎﺕ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻐﺮﺑﻴﺔ، ﻳﺘﻀﺢ ﺑﻤﺎ ﻡ ﺟﻮﺩﺓ“، ﻭﻫﺬﻩ ﺑﻌﺾ ﻣﻦ ﺍﻟﺒﺮﺍﻫﻴﻦ ﺍﻟﺘﻲ ﺳﺒﻘﻨﺎ ﻟﻬﺎ ﻛﻠﻪ ﺳﻼ ﻹ ﻡ، ﻭﺍ ﺳﻼ ﻹ ﺍ ﺍﻹﺳﻼﻡ ﺍﻟﻘﺪﺍﻣﻰ، ﻭﻋﻠﻤﺎﺀ ﻭﻛﺘﺎﺏ ﺍﻟﻤﺴﻠﻤﻴﻦ ﺍﻟﻤﻌﺎﺻﺮﻳﻦ: ﻓﻼﺳﻔﺔ ﺍﻹﺳﻼﻡ ﻭ ﺷﻤﻮﻟﻴﺘﻪ ﻣﺆﻜﺪﺓ ﻣﻦ ﺍﻹﺳﻼﻡ ﺩﻳﻦ ﺷﺎﻣﻞ ﻭ ﻛﺎﻣﻞ ﻭ ﻭﺍﻗﻌﻲ، ﻓﻜﻤﺎﻝ ﺧﻼﻝ ﻗﻮﻟﻪ ﺳﺒﺤﺎﻧﻪ ﻭ ﺗﻌﺎﻟﻰ ﻓﻲ ﻣﺤﻜﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺍﻟﻜﺘﺎﺏ ﺍﻟﻤﺤﻔﻮﻅ: ﺩﻳﻨ {)ﺍﻟﻤﺎﺋﺪﺓ، 3( ﺍﻹﺳﻼﻡ }ﺍﻟﻴﻮﻡ ﺃﻜﻤﻠﺖ ﻟﻜﻢ ﺩﻳﻨﻜﻢ ﻭﺃﺘﻤﻤﺖ ﻋﻠﻴﻜﻢ ﻧﻌﻤﺘﻲ ﻭﺭﺿﻴﺖ ﻟﻜﻢ ﻭ ﻗﻮﻟﻪ ﺗﻌﺎﻟﻰ: } ﻣﺎ ﻓﺮﻃﻨﺎ ﻓﻲ ﺍﻟﻜﺘﺎﺏ ﻣﻦ ﺷﻴﺀ { ) ﺍﻷﻨﻌﺎﻡ، 83(. ﻋﻤﻮﻣ، ﻭﻋﻠﻴﻨﺎ ﻭﻋﻠﻰ ﺃﻬﻞ ﺍﻟﻌﻠﻢ ﺍﻹﺳﻼﻡ ﺗﻘﺘﻀﻲ ﻣﻨﺎ ﺃﺘﺒﺎﻋﻪ ﻭﻭﺍﻗﻌﻴﺔ ﻭﺍﻻﺧﺘﺼﺎﺹ ﻣﻨﻬﻢ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﺨﺼﻮﺹ ﺃﻦ ﻳﻌﻴﺸﻮﺍ ﻋﺼﺮﻫﻢ ﻭﻳﻌﺮﻓﻮﺍ ﻭﺍﻗﻌﻬﻢ، ﻭﺃﻦ ﻳﺤﺴﻨﻮﺍ ﺍﻟﺼﻼﺓ ﻋﻤﻼ ﺑﻘﻮﻝ ﺭﺳﻮﻟﻨﺎ ﻋﻠﻴﻪ ﺃﻔﻀﻞ ﺍﻻﻧﺘﻔﺎﻉ ﻣﻦ ﻛﻞ ﻣﺎ ﻫﻮ ﺟﺪﻳﺪ ﻭ ﻣﻔﻴﺪ، ﻭﺍﻟﺴﻼﻡ }ﺍﻟﺤﻜﻤﺔ ﺿﺎﻟﺔ ﺍﻟﻤﺆﻤﻦ ﺃﻨﻰ ﻭﺟﺪﻫﺎ ﻓﻬﻮ ﺃﺤﻖ ﺍﻟﻨﺎﺱ ﺑﻬﺎ {. ﺍﻻﻧﺴﺎﻥ ﻭﻟﻮ ﺗﺄﻤﻠﻨﺎ ﻓﻲ ﺗﻌﺮﻳﻒ ﺍﻟﺼﺤﺔ ﻟﺪﻯ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻣﻘﺎﺭﻧﺔ ﺑﻘﻮﻟﻪ ﺗﻌﺎﻟﻰ ” ﻭﺧﻠﻘﻨﺎ ﻓﻲ ﺍﻻﺳﻼﻡ. ﻻﻛﺘﺴﺸﻔﻨﺎ ﺑﺮﻫﺎﻥ ﻣﻜﺎﻧﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻞ ﺍﻟﻜﺎﻣﻠﺔ ﻓﻲ ﺃﺤﺴﻦ ﺗﻘﻮﻳﻢ“ ==== ﺱ: ﺃﺤﺴﻦ ﺃﻜﺜﺮ ﺟﻮﺩﺓ ﻣﻦ ﺍﻷﺤﺴﻦ ﻋﻤﻼ ) ﺻﺢﺧﻄﺄ( ﺻﺤﺢ. . . . .
ﻣﻜﺎﻧﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻹﺳﻼﻡ ﺇﻥ ﻣﻔﻬﻮﻡ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻤﻌﺎﺻﺮ ﻳﻌﻨﻲ ﻣﺠﻤﻮﻋﺔ ﺍﻟﺼﻔﺎﺕ ﻭ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﻟﻠﻤﻨﺘﺞ ﺃﻮ ﺍﻟﺨﺪﻣﺔ ﺍﻟﺘﻲ ﺗﺤﻘﻖ ﺭﺿﺎ ﻭ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻣﻌﻠﻮﻣﺔ ﻭ ﺍﻹﺳﻼﻣﻲ ﻓﺈﻥ ﺍﻟﺠﻮﺩﺓﺗﻌﻨﻲ ﺍﻹﺗﻘﺎﻥ ﻓﻲ ﻛﻞ ﺍﻷﻌﻤﺎﻝ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺗﻌﺒﺪﻳﺔ ﺃﻮ ﻣﺤﺪﺩﺓ ﻟﻠﻌﻤﻴﻞ، ﺃﻤﺎ ﻓﻲ ﺍﻟﻔﻜﺮ ﻣﺮﺗﺒﻄﺔ ﺑﺤﻴﺎﺓ ﺍﻟﻤﺆﻤﻦ ﻭ ﻣﺠﺘﻤﻌﻪ“ ﺍﻟﺬﻱ ﺧﻠﻖ ﺍﻟﻤﻮﺕ ﻭ ﺍﻟﺤﻴﺎﺓ ﻟﻴﺒﻠﻮﻛﻢ ﺃﻴﻜﻢ ﺍﻵﻴﺔ 2 ﻭ ﻟﻘﺪ ﻗﺎﻝ ﺳﺒﺤﺎﻧﻪ ﻭﺗﻌﺎﻟﻰ ﻓﻲ ﺳﻮﺭﺓ ﺍﻟﻤﻠﻚ، ﻋﻤﻼ ﻭ ﻫﻮ ﺍﻟﻌﺰﻳﺰ ﺍﻟﻐﻔﻮﺭ{. ﺃﺤﺴﻦ ﻭﺍﻟﺴﻼﻡ: ﺍﻟﺼﻼﺓ ﻭ ﻗﺎﻝ ﻋﻠﻴﻪ ﺃﻔﻀﻞ ﺃﻦﻳﺘﻘﻨﻪ { ] ﺇﻥﺍﻟﻠﻪ ﻳﺤﺐ ﺇﺫﺍ ﺃﺤﺪﻛﻢ ﻋﻤﻼ ﻋﻤﻞ } ﺇﻥ ﺍﻟﻠﻪ ﻳﺤﺐ ﻣﻦ ﺍﻟﻌﺎﻣﻞ ﺇﺫﺍ ﻋﻤﻞ ﺃﻦ ﻳﺤﺴﻦ { ﺍﻹﺳﻼﻣﻴﺔ ﺃﺴﺎﺳﻴﺔ ﻣﻄﻠﻘﺔ ﻓﻲ ﺇﺗﻘﺎﻥ ﺍﻟﻌﻤﻞ ﻭ ﺃﺪﺍﺀ ﺃﻲ ﻣﻨﺘﺞ ﺃﻮ ﺧﺪﻣﺔ ﺇﻥ ﻫﺬﻩ ﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﻷﻌﻤﺎﻝ ﺑﺸﻜﻞ ﺑﺎﻟﻮﺟﻪ ﺍﻟﺬﻱ ﻳﺤﻘﻖ ﺃﺤﺴﻦ ﺍﻟﻨﺘﺎﺋﺞ، ﻭﺍﻟﻤﺴﻠﻢ ﺑﻤﻮﺟﺒﻬﺎ ﻣﻠﺰﻡ ﻓﻲ ﺣﻴﺎﺗﻪ ﺑﺄﺪﺍﺀ ﺟﻤﻴﻊ ﺍﻷﺨﻄﺎﺀ ﻭ ﺍﻟﻌﻴﻮﺏ. . ، ﻭﻫﻲ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻷﻮﻟﻰ ﻭ ﺍﻟﻮﻗﺎﻳﺔ ﻣﻦ ﺍﻟﻮﻗﻮﻉ ﻓﻲ ﺻﺤﻴﺢ ﻭ ﻣﻦ ﺍﻟﻤﺮﺓ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺤﺪﻳﺜﺔ. ﺍﻷﺴﺎﺳﻴﺔ ” ﻭﻫﻲ ﻓﺮﺻﺔ ﻟﻚ ﻟﻠﺘﻔﻜﺮ ﻭﺍﻟﺘﺪﺑﺮ ﻓﻲ ﺍﻟﻘﺮآﻦ ﺍﻟﻜﺮﻳﻢ ﻭﺍﻟﺴﻴﺮﺓ ﺍﻟﻨﺒﻮﻳﺔ ﻭﺍﻛﺘﺸﺎﻑ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺒﺮﺍﻫﻴﻦ ﻓﻲ ﺍﻟﺠﻮﺩﺓ ﻋﺎﻣﺔ ﻭﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺗﺨﺼﺼﻚ“ 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ ﻣﻔﺎﻫﻴﻢ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻣﻘﺎﺭﻧﺔ ﻣﻊ ﺑﻌﺾ ﻣﻔﺎﻫﻴﻢ ﺍﻟﻐﺮﺏ 81 ﺇﻥ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻷﺪﻟﺔ ﻭ ﺍﻟﺸﻮﺍﻫﺪ ﻣﻦ ﺍﻟﻘﺮآﻦ ﻭ ﺍﻟﺴﻨﺔ ﺍﻟﺘﻲ ﺗﺪﻝ ﻋﻠﻰ ﺫﻟﻚ ﺍﻟﻤﺒﺪﺃ ﺃﻮ ﺫﺍﻙ ﺍﻹﺟﺮﺍﺀ ﻓﻲ ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻳﻌﺘﺒﺮ ﺑﺤﺜﺎ ﻃﻮﻳﻼ ﺑﺤﺪ ﺫﺍﺗﻪ ﻭ ﺗﻜﺘﺐ ﻓﻴﻪ ﻛﺘﺒﺎ ﻣﻦ ﺃﻬﻞ ﺍﻻﺧﺘﺼﺎﺹ ﻓﻲ ﻋﻠﻮﻡ ﺍﻟﺪﻳﻦ ﻭﺍﻟﺒﺎﺣﺜﻴﻦ: ﺃﺤﺪ ﺍﻟﻤﻔﺎﻫﻴﻢ ﺍﻷﺴﺎﺳﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺘﻲ ﻃﺮﺣﻬﺎ ﺍﻟﻌﺎﻟﻢ ﺟﻮﺭﺍﻥ ﻫﻮ"ﻗﻴﻤﺔﻛﻞﻣﺸﺎﺭﻙ " (Value of every Associate ﺣﻴﺚ ﺃﻮﺿﺢ ﺃﻦ ﻗﻮﺓ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺗﻜﻤﻦ ﻓﻲ ﺍﻷﺸﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻌﻤﻠﻮﻥ ﻟﺪﻳﻬﺎ ﻭ ﻳﻌﺘﺒﺮ ﺍﻟﻌﺎﻣﻞ / ﺍﻟﻤﻮﻇﻒ ﻫﻮ ﻣﺼﺪﺭ ﺍﻷﻔﻜﺎﺭ ﺍﻟﺘﻄﻮﺭﻳﺔ ﻭ ﺍﻟﻤﻘﺘﺮﺣﺎﺕ ﺍﻟﺘﻲ ﺗﺴﺎﻫﻢ ﻓﻲ ﺣﻞ ﻣﺸﺎﻛﻞ ﺍﻟﺠﻮﺩﺓ ﻭ ﺗﺤﺴﻴﻨﻬﺎ. ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﺍ ﺍﻟﻤﺒﺪﺃ ﻗﺎﻡ ﺍﻟﻴﺎﺑﺎﻧﻴﻮﻥ ﻣﻨﺬ 0691 ﺑﺘﻄﻮﻳﺮ ﻓﺮﻕ ﻭ ﺣﻠﻘﺎﺕ ﺍﻟﺠﻮﺩﺓ (Quality ) Circles ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﻓﻲ ﺇﻃﺎﺭ ﺗﺸﺎﻭﺭﻱ ﺟﻤﺎﻋﻲ ) (Team work ﻋﻠﻰ ﺑﺤﺚ ﻭ ﺍﻗﺘﺮﺍﺡ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﻤﻨﺎﺳﺒﺔ ﻓﻲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻗﺼﺪ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ. ﻭﺷﻮﺍﻫﺪ ﻫﺬﺍﻥ ﺍﻟﻤﻔﻬﻮﻣﺎﻥ ﻓﻲ ﺍﻹﺳﻼﻡ ﻛﺜﻴﺮﺓ، ﻓﻤﺤﻮﺭ ﺍﻟﻤﺠﺘﻤﻊ ﻭﻗﻮﺗﻪ ﻫﻮ ﺍﻟﻔﺮﺩ ﺍﻟﻤﺆﻤﻦ، ﻭ ﻗﺪ ﺣﺚ ﺍﻟﻤﺸﺮﻉ ﺍﻟﺤﻜﻴﻢ ﻋﻠﻰ ﺍﻟﻌﻤﻞ ﻭ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﺠﻤﺎﻋﻲ ﻓﻲ ﺟﻤﻴﻊ ﺍﻷﻤﻮﺭ ﺣﻴﺚ ﻗﺎﻝ ﺗﻌﺎﻟﻰ : }ﺍﻭﺍ ﻯ ﺍ ﺍﻟ ﻯ ﺍ ﺍﻭﺍ ﻯ ﺍ ﺍﺍ { ﻭ ﺃﻮﺿﺢ ﺃﻦ ﺍﻟﺸﻮﺭﻯ ﻭﺍﻟﺘﻌﺎﻭﻥ ﻣﻦ ﺻﻔﺎﺕ ﺍﻟﻤﺆﻤﻨﻴﻦ : ﻗﺎﻝ ﺗﻌﺎﻟﻰ } ﻭﻯ {. ﻭ ﻗﺎﻝ ﺭﺳﻮﻝ ﺍﻟﻠﻪ ﻋﻠﻴﻪ ﺃﻔﻀﻞ ﺍﻟﺼﻼﺓ ﻭﺍﻟﺴﻼﻡ ” ﺍ ﺍﺍ ﺍ ﺍ” )ﺭﻭﺍﻩ ﺍﻟﺒﺨﺎﺭﻱ(. ﻭﺍﻻﻫﻢ ﺍﻷﻌﻢ، ﺇﻥ ﺍﻟﺪﺍﺭﺱ ﻟﻤﻔﻬﻮﻡ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﻤﻨﻈﻮﺭ ﺍﻹﺳﻼﻣﻲ ﻳﻼﺣﻆ ﺃﻦ ﻫﻨﺎﻙ ﺗﻤﺎﺯﺟﺎ ﻭﺗﺰﺍﻭﺟﺎ ﺑﻴﻦﺍﻟﺒﻌﺪ ﺍﻷﺨ ﻗﻲ ﻭ ﻳﻤﺎﻧﻲ ﻣﻊﺍﻟﺒﻌﺪﺍﻟﻤﺎﺩﻱ ﻟ ﻌﻤﺎﻝ، ﻭﻫﻮ ﺃﻜﺜﺮ ﻣﺎ ﻳﻤﻴﺰ ﺍﻟﻔﻜﺮ ﺍﻹﺳﻼﻣﻲ ﻋﻠﻰ ﻸ ﺍﻹ ﻼ ﺍﻟﻔﻜﺮ ﺍﻟﻐﺮﺑﻲ ﺍﻟﻤﺎﺩﻱ ﺍﻟﻤﻌﺎﺻﺮ.
ﻣﻜﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻹﺳﻼﻡ ﻭﻗﺪ ﺃﻜﺪ ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻤﻔﻜﺮﻳﻦ ﺍﻟﻤﺴﻠﻤﻴﻦ ﺍﻟﻤﺘﺨﺼﺼﻴﻦ ﻓﻲ ﺍﻟﺸﺮﻳﻌﺔ )ﺍﻟﺠﻮﻳﺒﺮ 5002، ﺍﻟﺸﻴﺦ 002. . ﻭﻏﻴﺮﻫﻢ( ﺃﻦ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺘﻲ ﺟﺎﺀ ﺑﻬﺎ ﻣﺆﺴﺴﻲ ﺍﻟﺠﻮﺩﺓ ﻭﻓﻜﺮﺓ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻘﻴﺎﺩﺓ )ﺟﻮﺭﺍﻥ ﻭﻛﺮﺳﺒﻲ( ﻟﻴﺴﺖ ﺟﺪﻳﺪﺓ ﻋﻠﻰ ﺍﻟﻔﻜﺮ ﻻ ﺍﻟﺤﺼﺮ ﻣﺎ ﻳﻠﻲ: ﺍﻹﺳﻼﻣﻲ، ﻭﻣﻨﻬﺎ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ • ﺗﺄﺼﻴﻞ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻠﻌﻤﺎﻝ ﻭ ﺍﻟﻤﻮﻇﻔﻴﻦ • ﺇﺑﻌﺎﺩ ﺍﻟﺨﻮﻑ ﻭ ﺧﻠﻖ ﺍﻟﻤﻨﺎﺥ ﺍﻟﻤﺤﻔﺰ • ﻏﺮﺱ ﺍﻟﺮﻭﺡ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻤﺪﻳﺮﻳﻦ ﻭ ﺍﻟﻤﺸﺮﻓﻴﻦ ﺍﻻﻋﺘﺮﺍﻑ • ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺼﺤﻴﺤﻴﺔ • ﺑﻼﻋﻴﺐ“ ﺍﻟﻼﻋﻴﺐ - • ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﻤﻌﻴﺐ ﺍﻟﺼﻔﺮﻱ ” • ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺃﺴﺒﺎﺏ ﺣﺪﻭﺙ ﺍﻟﻌﻴﻮﺏ • ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻌﻤﻴﻞ )ﺍﻟﺪﺍﺧﻠﻲ ﻭ ﺍﻟﺨﺎﺭﺟﻲ(
ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﻤﻌﺎﺻﺮﺓ ﺗﻄﻮﺭ ﻣﻔﺎﻫﻴﻢ ﻭﻣﺒﺎﺩﺋﻬﺎ ﻭﻣﺮﺍﺣﻬﺎ ﻭﻓﻖ ﺭﻭﺍﺩﻫﺎ
ﺇﺩﻭﺍﺭﺩ ﺩﻳﻤﻨﺞ EDWARD DEMING ﺍﻷﺐ ﺍﻟﺮﻭﺣﻲ ﻫﻮ ﻣﻬﻨﺪﺱ ﺃﻤﺮﻳﻜﻲ ﻭﻳﻌﺘﺒﺮ ﺃﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻫﻢ ﺍﻟﺬﻳﻦ ﻳﺘﺤﻜﻤﻮﻥ ﺑﺎﻟﻔﻌﻞ ﻓﻲ ﻋﻤﻠﻴﺔ ﺩﻳﻤﻨﻎ: ﺧﻄﻂ، ﻧﻔﺬ، ﺍﻓﺤﺺ، ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﻭﻗﺪ ﺃﺪﺭﻙ ﺩﻳﻤﻨﺞ ﺍﻹﻧﺘﺎﺝ ﻭﺍﺑﺘﻜﺮ ﻣﺎ ﻳﺴﻤﻲ ﺑﺪﺍﺋﺮﺓ ﺗﺼﺮﻑ. ﻭﺗﺤﺪﺙ ﻋﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺃﻤﺮﻳﻜﺎ ﻓﻲ ﺃﻮﺍﺋﻞ ﺍﻷﺮﺑﻌﻴﻨﺎﺕ ﻭﻟﻜﻦ ﺃﻤﺮﻳﻜﺎ ﺗﺠﺎﻫﻠﺘﻪ ﻭﻣﻦ ﺛﻢ ﻗﺎﻡ ﻹﻟﻘﺎﺀ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ( ﺑﺪﻋﻮﺓ ﺩﻳﻤﻨﻎ ﺍﻻﺗﺤﺎﺩ ﺍﻟﻴﺎﺑﺎﻧﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﺷﻴﻜﺎﻭﺍ )ﺭﺋﻴﺲ ﺳﻠﺴﻠﺔ ﻣﺤﺎﺿﺮﺍﺕ ﻓﻲ ﻣﻨﺘﺼﻒ ﺍﻟﺨﻤﺴﻴﻨﺎﺕ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻤﺎﺿﻲ ===== ﺱ 1: ﺍﺷﻴﻜﺎﻭﺍ ﺭﺍﺋﺪ ﺍﻟﺠﻮﺩﺓ ﺑﻴﻨﻤﺎ ﺟﻮﺭﺍﻥ ﺭﺍﺋﺪ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ )ﺻﺢ/ﺧﻄﺄ( ﺻﺤﺢ. . ﺱ 2: . . . . ) ﺻﺢ/ﺧﻄﺄ( ﺻﺤﺢ. . .
ﺍﻟﻰ ﺟﺎﻧﺐ ﺍ ﻷﺪﻭﺍﺕ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﻭﺍﻟﺘﺪﺭﻳﺐ ، ﺭﻛﺰ ﺩﻳﻤﻨﺞ ﻋﻠﻰ ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﻳﺔ ﻣﺘﻤﻴﺰﺓ: ﻻ 1. ﻭﺿﻊ ﻫﺪﻑ ﺩﺍﺋﻢ ﻳﺘﻤﺜﻞ ﻓﻲ ﺗﺤﺴﻴﻦ ﺍ ﻹﻧﺘﺎﺝ ﻭﺍﻟﺨﺪﻣـﺎﺕ )ﻏﺎﻳﺔ( ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ ﺃﻮ ﻭﻳﻜﻮﻥ ﺍﻟﺮﺑﺢ ﻣﺠﺮﺩ ﻧﺘﻴﺠﺔ ﻟﺘﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻟﺠﻮﺩﺓ. ﻳﺸﺘﺮﻙ ﻓﻴﻪ ﻭﻳﺘﺤﻤﻞ ﻣﺴﺆﻮﻟﻴﺘﻪ ﻗﺮﺍﺭ 2. ﻭﺿﻊ ﻓﻠﺴﻔﺔ ﺟﺪﻳﺪﺓ ) (TQM ﻳﺠﺐ ﺃﻦ ﺗﻤﺜﻞ ﻫﺬﻩ ﺍﻟﻔﻠﺴﻔﺔ ﻛﻞ ﻓﺮﺩ ﻓﻲ ﺍﻟﺸﺮﻛﺔ )ﻭﻟﻴﺲ ﻓﻘﻂ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺃﻮ ﺭﺋﻴﺲ ﻣﺠﻠﺲ ﺍ ﻹﺩﺍﺭﺓ(. 3. ﺍﻟﺘﺨﻠﺺ ﻣﻦ ﺍ ﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺘﻔﺘﻴﺶ ﺍﻟﺸﺎﻣﻞ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺠﻮﺩﺓ ﻭﺫﻟﻚ ﺑﺒﻨﺎﺀ ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﺍ ﻷﺴﺎﺱ ﻭﻫﻲ ﺍﻟﻤﺮﺗﻜﺰ. ﻋﻠﻰ ﺍﻟﺴﻌﺮ ﺍﻋﺘﻤﺎﺩ 4. ﺇﻟﻐﺎﺀ ﺗﻘﻴﻴﻢ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺃﺴﺎﺱ ﺍﻟﺴﻌﺮ ﻓﻘﻂ )ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﻓﻠﺴﻔﺔ ﺍﻟﺸﺮﺍﺀ ﻻ ﺗﻜﻮﻥ ﻻ ﻳﻤﻜﻦ ﺃﻦ ﺗﺘﺠﺎﻫﻞ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺮﺑﺢ ﻭﺳﻌﺮ ﺍﻟﺒﻴﻊ ﻭﻟﻜﻦ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻳﺠﺐ ﺃﻦ ﻓﻘﻂ( ﺍ ﻻﻫﺘﻤﺎﻡ ﺍ ﻷﻮﻝ ﻭﺍ ﻷﺨﻴﺮ. 5. ﻭﺟﻮﺩ ﺗﻄﻮﻳﺮ ﻣﺴﺘﻤﺮ ﻓﻲ ﻃﺮﻕ ﺍﺧﺘﺒﺎﺭ ﺟﻮﺩﺓ ﺍ ﻹﻧﺘﺎﺝ ﻭﺍﻟﺨﺪﻣﺎﺕ، ﺍﻱ ﺍﺳﺘﻤﺮ ﻓﻲ ﺗﺤﺴﻴﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻛﺎﻓﺔ ﻋﻠﻰ ﻧﺤﻮ ﻣﺘﻮﺍﺻﻞ، ﻟﻤﻮﺍﻛﺒﺔ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺍﻟﻤﺴﺘﻤﺮﺓ، ﻭﻓﻖ ﻣﻔﻬﻮﻡ ”ﻣﺎ ﻛﺎﻥ ﻣﻨﺎﺳﺒ “ ﺍﻱ ﻟﻴﺲ ﻫﻨﺎﻟﻚ ﻣﻌﺎﻳﻴﺮ ﺛﺎﺑﺘﺔ. ﺍﻟﻴﻮﻡ ﻟﻦ ﻳﻜﻮﻥ ﻣﻨﺎﺳﺒ ﻏﺪ 6. ﺇﻧﺸﺎﺀ ﻣﺮﺍﻛﺰ ﻟﻠﺘﺪﺭﻳﺐ ﺍﻟﻔﻌﺎﻝ )ﻭﺍﺻﻞ ﺍﻟﺘﺪﺭﻳﺐ( ﻋﻠﻰ ﺃﺪﺍﺀ ﺍ ﻷﻌﻤﺎﻝ ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍ ﻹﺣﺼﺎﺋﻴﺔ ﺑﻌﻤﻠﻪ. ﻣﺘﻌﻠﻘ ﻟﻠﺠﻮﺩﺓ ـ ﺍﻟﻤﻮﻇﻒ ﺗﺪﺭﻳﺒ ﻣﺤﺪﺩ ﺩﺭﺏ 7. ﻭﺟﻮﺩ ﻗﻴﺎﺩﺓ ﻓﻌﺎﻟﺔ ﺗﺘﺒﻨﻰ ﻓﻠﺴﻔﺔ TQM ﻭﺗﻘﻮﻡ ﺑﺘﻄﺒﻴﻘﻬﺎ ﻭﺗﺪﻋﻤﻬﺎ ﻭﻳﻜﻮﻥ ﺍﻟﺘﺤﻮﻝ ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻨﻮﻋﻴﺔ ﺃﻜﺜﺮ ﻣﻦ ﺍﻟﻜﻤﻴﺔ.
ﺑﺎﻷﻤﺎﻥ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ. 8. ﺇﺯﺍﻟﺔ ﺍﻟﺨﻮﻑ، ﺗﺘﻄﻠﺐ TQM ﺑﺄﻦ ﻳﺸﻌﺮ ﺍﻟﻤﻮﻇﻒ ﻭﺑﺸﻜﻞ ﻣﻌﻘﻮﻝ ﺍﻷﻘﺴﺎﻡ ﺍﻹﺩﺍﺭﺍﺕ ﻭﺫﻟﻚ ﺑﺎﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺍﻟﺤﻮﺍﺟﺰ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺑﻴﻦ 9. ﺇﺯﺍﻟﺔ ﺍﻟﺤﻮﺍﺟﺰ ﺑﻴﻦ ﺍﻟﺰﻣﻼﺀ. ﺍﻷﻔﻘﻲ( ﻭﺍﻟﺠﻮﺩﺓ ﻫﻲ ﺍﻟﻬﺪﻑ ﻭﻟﻴﺲ ﺍﻟﻤﻨﺎﻓﺴﺔ ﺑﻴﻦ ﺍﻻﺗﺼﺎﻝ ) 01. ﺍﻟﺘﺨﻠﺺ ﻣﻦ ﺍﻟﺸﻌﺎﺭﺍﺕ ﻭﺍﻟﻨﺼﺎﺋﺢ )ﺍﻟﺘﻮﺿﻴﺢ( ﺍﻧﺘﻘﺪ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﺤﻀﻴﺮﻳﺔ ﺇﺫ ﺃﻨﻬﺎ ﺗﺪﻣﺮ ﺍﻟﺠﻮﺩﺓ ﻷﻨﻬﺎ ﻣﺜﻼ ﺍﻻﻫﺘﻤﺎﻡ ﻋﻠﻰ )ﺍﻟﺮﻏﺒﺔ ﻓﻲ ﻋﻤﻞ ﺷﻴﺀ( ﺃﻜﺜﺮ ﻣﻦ )ﻛﻴﻔﻴﺔ ﻋﻤﻞ ﻫﺬﺍ ﺍﻟﺸﻴﺀ(. ﺗﺮﻛﺰ ﻋﻠﻰ ﻻ ﺗﻌﻄﻰ ﺍﻟﺨﺮﻳﻄﺔ ﺍﻟﺸﻌﺎﺭﺍﺕ ﺗﻌﻄﻲ ﺍﻟﻤﻮﻗﻒ ﻓﻜﺮﺓ ﻋﺎﻣﺔ ﻋﻦ ﻣﻜﺎﻥ ﺍﻟﺬﻱ ﻳﻨﺒﻐﻲ ﺃﻦ ﻳﺘﻮﺍﺟﺪ ﻓﻴﻪ ﻭﻟﻜﻦ ﺍﻟﺘﻲ ﺗﻮﺿﺢ ﻛﻴﻔﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻤﻜﺎﻥ. ﻷﻦ ﺍﻷﻬﺪﺍﻑ ﻭﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ، 11. ﺍﺳﺘﺒﻌﺎﺩ ﺍﻟﺤﺼﺺ ﺍﻟﻌﺪﺩﻳﺔ، ﺍﻟﺘﺨﻠﺺ ﻣﻦ ﺍﻟﻨﺴﺐ ﺍﻟﺮﻗﻤﻴﺔ ﻟﺘﺤﺪﻳﺪ ﻭﻟﻴﺲﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ ﺃﻮ ﻣﺪﻯ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻳﺼﺒﺢ ﺍﻟﻬﺪﻑ ﻫﻮ ﻣﺪﻯ ﺍﻟﺤﺼﺺ ﺍﻟﺮﻗﻤﻴﺔ ﺍﻟﻤﻮﻇﻒ ﻳﺮﻛﺰ ﻋﻠﻴﻬﺎ ﺗﺠﻌﻞ ﺑﺪﻻ ﻣﻦ ﺯﻳﺎﺩﺓ ﺍﻟﺠﻮﺩﺓ. ﺍﻹﻧﺘﺎﺝ ﺇﻳﺠﺎﺩ ﻃﺮﻳﻘﺔ ﺍﺑﺘﻜﺎﺭﻳﻪ ﻟﺰﻳﺎﺩﺓ 21. ﺇﺯﺍﻟﺔ ﺍﻟﻌﻮﺍﺋﻖ ﺍﻟﺘﻲ ﺗﺤﺮﻡ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻣﻦ ﺍﻟﺘﺒﺎﻫﻲ ﺑﺒﺮﺍﻋﺔ ﻋﻤﻠﻬﻢ - ﺇﺫ ﻳﻔﺘﺮﺽ ﺩﻳﻤﻨﺞ ﺃﻦ ﻣﻌﻈﻢ ﺍﻷﻔﺮﺍﺩ ﻳﺮﻏﺒﻮﻥ ﻓﻲ ﺃﺪﺍﺀ ﻋﻤﻞ ﺟﻴﺪ ﻭﺃﻦ ﻻ ﻳﺘﻌﺮﺿﻮﺍ ﻟﻨﻘﺪ ﻇﺎﻟﻢ ﻭﺃﻦ ﻳﻌﺎﻣﻠﻮﺍ ﺑﻄﺮﻳﻘﺔ ﻋﺎﺩﻟﺔ ﻭﺃﻦ ﻻ ﻳﺴﺘﺨﺪﻡ ﺃﺴﻠﻮﺏ ﺍﻟﺘﺮﻫﻴﺐ ﻣﻦ ﺃﺠﻞ ﺇﺫﻋﺎﻥ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﻞ ﺗﺸﺠﻴﻌﻬﻢ ﻋﻠﻰ ﺇﻧﺠﺎﺯ ﺃﻌﻤﺎﻟﻬﻢ ﻋﻠﻰ ﻧﺤﻮ ﺟﻴﺪ ﺑﺄﻔﻀﻞ ﺇﻣﻜﺎﻧﻴﺎﺗﻬﻢ. 31. ﺇﻋﺪﺍﺩ ﺑﺮﻧﺎﻣﺞ ﻗﻮﻯ ﻟﻠﺘﻌﻠﻢ ﻭﺍﻟﺘﺤﺴﻴﻦ )ﺃﻲ ﺑﺮﻧﺎﻣﺞ ﻗﻮﻱ ﻟﻠﺘﻌﻠﻴﻢ ﻭﺍﻟﺘﻨﻤﻴﺔ ﺍﻟﺬﺍﺗﻲ ﻟﻜﻞ ﻓﺮﺩ( ﺇﺫ ﻳﻌﺘﻘﺪ ﺩﻳﻤﻨﺞ ﻗﻮﻳ ﻋﻦ ﺃﺪﻭﺍﺕ ﻭﺗﻘﻨﻴﺎﺕ ﺭﻗﺎﺑﺔ ﺍﻟﺠﻮﺩﺓ ﻭﻫﻲ ﻟﻐﺔ ﺃﺴﺎﺳ ﺃﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﺠﺐ ﺃﻦ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ ﺧﻼﻟﻬﺎ ﻭﻟﻜﻦ ﻻ ﺑﺪ ﻣﻦ ﺃﻦ ﺍﻟﺠﻮﺩﺓ ﺃﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻧﺘﺼﻞ ﺑﻬﺎ ﻭﺍﻷﺨﺮﻯ ﺍﻟﺘﻲ ﺗﺘﺤﺴﻦ ﻣﻦ ﻳﻘﺘﺮﺡ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺳﺒﻞ ﺟﺪﻳﺪﺓ ﻟﻠﻌﻤﻞ ﺍﻟﺠﻤﺎﻋﻲ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ. ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻳﺮﻛﺰ ﻋﻠﻰ ﻣﺘﺎﺑﻌﺔ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ ﺍﺟﻌﻞ ﺟﻤﻴﻊ 41. ﺇﻳﺠﺎﺩ ﻫﻴﻜﻞ ﻓﻲ ﻻ ﺗﺘﻮﻗﻊ ﺃﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﻘﻮﻣﻮﻥ ﺑﺘﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ ﻳﻌﻤﻠﻮﻥ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﺤﻮﻝ. ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺑﺈﺳﺘﺮﺍﺗﻴﺠﻴﺔ TQM ﻛﻜﻞ ﻭﺗﻘﻮﻡ ﺑﺨﻄﻮﺍﺕ ﺇﻳﺠﺎﺑﻴﺔ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻤﻔﺮﺩﻫﻢ ﺑﻞ ﻳﺠﺐ ﺃﻦ ﺗﻬﺘﻢ ﻷﻨﻪ ﻫﻨﺎﻟﻚ ﺍﺣﺘﻤﺎﻝ ﺑﺄﻦ ﺃﻘﻠﻴﺔ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺳﺘﻔﺸﻞ ﻓﻲ ﺗﻄﺒﻴﻘﻬﺎ. ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ( ﻟﺘﺤﻘﻴﻘﻬﺎ )
ﺩﻳﻤﻨﺞ ﻭﺍﻷﻤﺮﺍﺽ ﺍﻻﺩﺍﺭﻳﺔ ﺍﻟﺴﺒﻌﺔ 1◄ ﺍﻟﻔﺸﻞ ﻓﻲ ﺗﻮﻓﻴﺮ ﻣﻮﺍﺭﺩ ﺑﺸﺮﻳﺔ ﻭﻣﺎﻟﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻟﺪﻋﻢ ﺍﻟﻬﺪﻑ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ 2 ◄ﺍﻟﺘﺄﻜﻴﺪ ﻋﻠﻰ ﺍ ﻹﺭﺑﺎﺡ ﻗﺼﻴﺮﺓ ﺍ ﻷﺠﻞ ﻭﺍﻟﻔﺎﺋﺪﺓ ﺍﻟﺘﻲ ﻳﺤﺼﻞ ﻋﻠﻴﻬﺎ ﺍﻟﻤﺴﺎﻫﻢ ﻼﺣﻈﺎﺕ ﻭﺍ ﻹﺣﻜﺎﻡ ﻓﻘﻂ 3 ◄ ﺍﻋﺘﻤﺎﺩ ﺗﻘﻴﻴﻢ ﺍ ﻷﺪﺍﺀ ﺍﻟﺴﻨﻮﻱ ﻋﻠﻰ ﺍﻟﻤ 4 ◄ ﻋﺠﺰ ﺍ ﻹﺩﺍﺭﺓ ﻧﺘﻴﺠﺔ ﺍﻟﺘﻨﻘﻞ ﺍﻟﻤﺴﺘﻤﺮ ﺑﻴﻦ ﺍﻟﻮﻇﺎﺋﻒ 5 ◄ﺍﺳﺘﺨﺪﺍﻡ ﺍ ﻹﺩﺍﺭﺓ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺘﺎﺣﺔ ﺑﺴﻬﻮﻟﺔ ﺩﻭﻥ ﺍ ﻻﻫﺘﻤﺎﻡ ﺑﻤﺎ ﻫﻮ ﻣﻄﻠﻮﺏ ﻟﺘﺤﺴﻴﻦ ﺍﻟﻌﻤﻠﻴﺔ 6 ◄ ﺗﻜﺎﻟﻴﻒ ﺍﻟﻌﻨﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺰﺍﺋﺪﺓ 7 ◄ ﺍ ﻷﻌﺒﺎﺀ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍﻟﺰﺍﺋﺪﺓ ﻸﺴﺒﺎﺏ ﺍﻟﺤﻘﻴﻘﺔ ﻭﻣﻌﺎﻟﺠﺘﻬﺎ، ﺇﻟﻰ ﺟﺎﻧﺐ ﺩﻗﺔ ﺗﺸﺨﻴﺺ ﻫﺬﻩ ﺍ ﻷﻤﺮﺍﺽ ﻟﻠﻮﺻﻮﻝ ﻟ ﻭﻟﻴﺲ ﻣﻌﺎﻟﺠﺔ ﺍ ﻷﻌﺮﺍﺽ ﻓﻘﻂ، ﻭﺿﻤﻦ ﺟﻬﻮﺩ ﺩﻳﻤﻨﺞ، ﺟﻮﺭﺍﻥ ﻭﻛﺮﺳﺒﻲ ﻫﺬﻩ، ﻭﺿﻊ ﺩﻳﻤﻨﻎ ﻭ ﻼﺙ ﻣﺤﺎﻭﺭ ﻫﻲ )ﺍﻟﺘﺤﺪﻳﺪ ﻭﺍﻟﺘﺼﻤﻴﻢ، ﺍﻟﺘﻌﻠﻴﻢ، ﻛﺮﻭﺳﺒﻲ ﻟﻘﺎﺡ ﻭﺍﻗﻲ ﻟﻠﺠﻮﺩﺓ، ﺗﺮﻛﺰ ﻋﻠﻰ ﺛ ﺍﻟﺘﻄﺒﻴﻖ – 4 ﺕ(
Why You are Here ? Why You are Coming ? 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ 25
ﺟﻮﺭﺍﻥ Juran ﺍﻟﻤﺴﺘﻤﺮ ﻭﻛﻤﺎ ﻓﻲ ﻟﻘﺎﺡ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻮﺍﻗﻲ ﻟﺪﻯ ﻛﺮﻭﺳﺒﻰ ﻓﺈﻥ ﺟﻮﺭﺍﻥ ﻗﺪﻡ ﻭﺍﻟﺘﺤﺴﻴﻦ ﻟﻠﺘﻌﻠﻴﻢ ﻛﻤﺎﻓﻲﺩﻭﺭﺓﺩﻳﻤﻨﺞ ﻓﻠﺴﻔﺘﻪ ﻓﻲ ﺗﺤﺴﻴﻦ ﻭﺗﻄﻮﻳﺮ ﻧﻈﻢ ﺍﻟﺠﻮﺩﺓ ﻓﻴﻤﺎ ﻳﻄﻠﻖ ﻋﻠﻴﻪ ﺍﺳﻢ ) ﺛﻼﺛﻴﺔ ﺟﻮﺭﺍﻥ (، ﻭﺍﻟﺘﻲ ﻳﺮﻯ ﻣﻦ ﺧﻼﻟﻬﺎ ﺃﻨﻪ ﻋﻠﻰ ﺍﻟﻤﻨﺸآﺖ ﺍﻟﺘﻲ ﺗﺮﻳﺪ ﺃﻦ ﺗﺘﺒﻨﻰ ﻓﻜﺮ ﺍﻟﺠﻮﺩﺓ ﻭﻧﻈﻤﻬﺎ ﺃﻦ ﺗﺤﻘﻖ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺧﻄﻮﺍﺕ ﺛﻼﺙ ﺫﺍﺕ ﺗﺮﺍﺑﻂ ﻭﺗﻜﺎﻣﻞ ﺑﻴﻨﻬﺎ ﻭﺫﺍﺕ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﻭﻫﺬﻩ ﺍﻟﺨﻄﻮﺍﺕ ﺗﺴﻤﻰ ﻋﻠﻢ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺜﻼﺛﻲ Quality Trilogy ﻭﻫﻲ: ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﺠﻮﺩﺓ – ﻭﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ – ﻭﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ، ﻭﻫﺬﻩ ﺍﻟﺨﻄﻮﺍﺕ ﻳﺠﺐ ﺃﻦ ﺗﺘﻢ ﺑﺎﻟﺘﺮﺗﻴﺐ ﺑﺤﻴﺚ ﺗﺴﻠﻢ ﻛﻞ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻲ ﺗﻠﻴﻬﺎ: ﺗﺨﻄﻴﻂ )ﻗﺎﺭﻥ ﻣﻊ ﺩﻭﺍﺋﺮ ﺩﻳﻤﻨﺞ ؟( ﺭﻗﺎﺑﺔ ◄ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﺠﻮﺩﺓ: ﻓﻲ 5 ﺧﻄﻮﺍﺕ ﺃﺴﺎﺳﻴﺔ ﻫﻲ ﻓﻲ ) 5ﺕ(: 1 - ﺗﺤﺪﻳﺪ ﻣﻦ ﻫﻢ ﺍﻟﻌﻤﻼﺀ ﺍﻟﺪﺍﺧﻠﻴﻴﻦ ) . ( Internal Customers 2 ﺗﺤﺪﻳﺪ ﻣﻦ ﻫﻢ ﺍﻟﻌﻤﻼﺀ ﺍﻟﺨﺎﺭﺟﻴﻴﻦ ). ( External Customers 3 ﺗﻄﻮﻳﺮ ﺧﺼﺎﺋﺺ ﺍﻟﻤﻨﺘﺞ ﺍﻟﺬﻱ ﻳﻔﻲ ﺑﺤﺎﺟﺎﺕ ﺍﻟﻌﻤﻴﻞ. 4 - ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻘﺎﺩﺭﺓ ﻋﻠﻰ ﺇﻧﺘﺎﺝ ﺗﻠﻚ ﺍﻟﺨﺼﺎﺋﺺ. 5 - ﺗﺤﻮﻳﻞ ﺧﻄﻂ ﺍﻹﻧﺘﺎﺝ ﺇﻟﻰ ﻗﻮﻯ ﺍﻟﺘﺸﻐﻴﻞ. ﺗﺤﺴﻴﻦ
ﺟﻮﺭﺍﻥ Juran ◄ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ: ﻭﻗﺪ ﻗﺎﻡ ﺑﺘﻘﺴﻴﻤﻪ ﺇﻟﻰ 1 - ﺗﻘﻴﻴﻢ 2 - ﻣﻘﺎﺭﻧﺔ ﺍﻷﺪﺍﺀ ﺍﻟﺤﺎﻟﻲ ﻟﻠﺘﺸﻐﻴﻞ. ﺍﻷﺪﺍﺀ ﺍﻟﺤﺎﻟﻲ 3 - ﺍﻟﺘﺼﺮﻑ ◄ ﺛﻼﺙ ﺧﻄﻮﺍﺕ ﺗﺨﺘﺼﺮ ﻓﻲ )ﺗﻤﺖ( : ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ: ﻭﻓﻘ ﺑﺎﻷﻬﺪﺍﻑ. ﻟﻼﺧﺘﻼﻓﺎﺕ. ﻭﻗﺪ ﺭﻛﺰ ﺟﻮﺭﺍﻥ ﺍﻫﺘﻤﺎﻣﻪ ﺑﻬﺎ ﻹﻳﻤﺎﻧﻪ ﺑﺄﻦ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮﺓ ﺑﻤﺜﺎﺑﺔ ﺍﻟﻘﻠﺐ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ, ﻭﻫﻲ ﻻ ﺗﻘﺘﺼﺮ ﺍﻟﺠﻮﺩﺓﺍﻟﺨﺎﺻﺔﺑﺎﻟﻤﻨﺘﺞ ﺍﻟﺨﺪﻣﺔ, ﻭﻟﻜﻦ ﺗﺸﻤﻞ ﺃﻴﻀ ﺃﻮ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ. ﺗﺤﺴﻴﻦ
ﻓﻴﻠﻴﺐ ﻛﺮﻭﺳﺒﻲ Philip Grosby ﻓﻴﻠﻴﺐ ﻛﺮﻭﺳﺒﻰ ﻳﻌﺪ ﻣﻦ ﺃﺸﻬﺮ ﺭﻭﺍﺩ ﺍﻟﺠﻮﺩﺓ ﺍ ﻷﻤﺮﻳﻜﻴﻴﻦ, ﻭﻫﻮ ﻣﻮﻟﻮﺩ ﻓﻲ ﻋﺎﻡ 6291ﻡ ﻓﻲ ﻣﺪﻳﻨﺔ ﻭﻳﻠﻨﺞ ﻏﺮﺏ ﻭ ﻻﻳﺔ ﻓﺮﺟﻴﻨﻴﺎ. ﻓﻲ ﻋﺎﻡ 2591ﻡ ﻛﺎﻧﺖ ﺍﻟﺒﺪﺍﻳﺔ ﺍﻟﻌﻤﻠﻴﺔ ﻟﻜﺮﻭﺳﺒﻰ ﻋﻨﺪﻣﺎ ﺍﻟﺘﺤﻖ ﺑﺸﺮﻛﺔ ) ﻟﻠﺠﻮﺩﺓ ﻟﻤﺸﺮﻭﻉ ﺻﻮﺍﺭﻳﺦ ) ﻛﺮﻭﺯﺑﻰ ( ﺍ ﻷﻤﺮﻳﻜﻴﺔ, ﻭﺗﻨﻘﻞ ﺑﻴﻦ ﻋﺪﺩ ﻣﻦ ﺍﻟﻮﻇﺎﺋﻒ ﺇﻟﻰ ﺃﻦ ﻣﺪﻳﺮ ﺃﺼﺒﺢ ﺑﻴﺮﺷﻴﺦ ( ﻓﻲ ﺷﺮﻛﺔ ) ﻣﺎﺭﺗﻦ ﻣﺎﺭﻳﺘﺎ ( ﻓﻲ ﺍﻟﻔﺘﺮﺓ ﻣﻦ 5691ﻡ ﺇﻟﻰ 9791ﻡ. ﻭﻓﻲ ﻋﺎﻡ 9791ﻡ ﺻﺪﺭ ﻟﻪ ﻛﺘﺎﺏ ﺣﺘﻰ ﺃﺼﺒﺢ ﻣﻦ ﺃﻜﺜﺮ ﺍﻟﻜﺘﺐ ﻻﻗﻰ ﺭﻭﺍﺟ ﻛﺒﻴﺮ ﺣﺮﻳﺔ ﺍﻟﺠﻮﺩﺓ ) ( Quality is Free ﺍﻟﺬﻱ ﺑﺘﺄﺴﻴﺲ ﻛﻠﻴﺔ ﻟﻠﺠﻮﺩﺓ. ﻭﻳﺮﻯ ﻓﻴﻠﻴﺐ ﻛﺮﻭﺳﺒﻰ ﺃﻦ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ, ﻭﻗﺎﻡ ﻛﺮﻭﺳﺒﻰ ﺃﻴﻀ ﻣﺒﻴﻌ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺮﺩﻳﺌﺔ ﺗﺒﻠﻎ ﺗﻜﻠﻔﺘﻬﺎ 02% ﻣﻦ ﺍﻟﻌﺎﺋﺪ ﻭﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺗﺠﻨﺐ ﻫﺬﻩ ﺍﻟﺘﻜﻠﻔﺔ ﺇﺫﺍ ﺗﻢ ﻣﻤﺎﺭﺳﺔ ﺟﻮﺩﺓ ﺳﻠﻴﻤﺔ. ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﻋﻠﻰ ﺍﻟﺘﺸﺪﻳﺪ ﻋﻠﻰ ﺍﻟﻤﺨﺮﺟﺎﺕ ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺤﺪ ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﻓﻲ ﻭﻗﺪ ﺭﻛﺰ ﻓﻲ ﺑﺮﻧﺎﻣﺠﻪ ﻼ ﻼ ﻋﻴﻮﺏ ( Zero Defect ﺃﻲ ﺇﺧﺮﺍﺝ ﻣﻨﺘﺞ آﻮ ﺧﺪﻣﺔ ﺑ ﺍ ﻷﺪﺍﺀ ﺣﻴﺚ ﻧﺄﻲ ﺑﻤﻔﻬﻮﻡ ) ﺍﻟ , ﻭﻫﻮ ﻳﺮﻯ ﺃﻦ ﺍﻟﺠﻮﺩﺓ ﻫﻲ ﺍﻟﻤﻮﺍﺋﻤﺔ ﻣﻊ ﺍﻟﻤﺘﻄﻠﺒﺎﺕ, ﻛﻤﺎ ﻋﻴﻮﺏ. ﻭﻫﻮ ﻣﺎ ﻳﻌﻨﻰ ﻋﺪﻡ ﺍﻟﻘﺒﻮﻝ ﺑﺎﻟﻌﻴﺐ ﻣﻄﻠﻘ ﺃﻨﻪ ﻳﺴﺎﻭﻯ ﺑﻴﻦ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﻭﺑﻴﻦ ﺍﺗﺨﺎﺫ ﺍ ﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻮﻗﺎﺋﻴﺔ. ﺍﻹ ﺣﺼﺎﺋﻴﺔﻟﻠﺠﻮﺩﺓ, ﺃﻮ ﺃﺴﺎﻟﻴﺐ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺃﻜﺜﺮﻣﻦ ﻋﻤﻠﻴﺎﺕﺍﻟﺮﻗﺎﺑﺔ ﻭﻛﺬﻟﻚ ﺭﻛﺰ ﻛﺮﻭﺳﺒﻰ ﻋﻠﻰﺍﻟﺪﻭﺍﻓﻊ ﺣﻞ ﺍﻟﻤﺸﺎﻛﻞ, ﻭﻗﺪ ﺃﻜﺪ ﺃﻦ ﺍﻟﺠﻮﺩﺓ ﻏﻴﺮ ﻣﻜﻠﻔﺔ ﻷ ﻦ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﺮﻗﺎﺑﻴﺔ ﺃﻮ ﺍﻟﺘﻲ ﺗﻤﻨﻊ ﺣﺪﻭﺙ ﻭﺍﻟﻔﺸﻞ. ﺍﻷ ﺨﻄﺎﺀﺳﻮﻑﺗﻜﻮﻥﺃﻘﻞﻣﻦﺗﻜﻠﻔﺔﺍﻟﻔﺤﺺﻭﺍﻟﺘﻮﻓﻴﻖ ﻭﺍﻟﺘﺼﺤﻴﺢ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺔ،ﻛﺘﺐ ﻛﺮﻭﺳﺒﻲ ﻣﺒﺎﺩﺉ ﺃﺮﺑﻌﺔ ﻓﻲ ﻼﺛﺔ ﺍﻟﻤﺤﺎﻭﺭ ﻭﺇﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺜ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ, ﻭﺃﺮﺑﻌﺔ ﻋﺸﺮ ﺧﻄﻮﺓ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ, ﺇﻟﻰ ﺟﺎﻧﺐ ﻟﻘﺎﺡﺍﻟﺠﻮﺩﺓﺍﻟﻮﺍﻗﻲ ﻣﻊﺩﻳﻤﻨﺞ.
ﻣﺒﺎﺩﺉ ﻛﺮﻭﺳﺒﻰ ﺍﻷﺮﺑﻌﺔ ﻓﻲ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ 1. ﺗﻌﺮﻑ ﺍﻟﺠﻮﺩﺓ ﻋﻠﻰ ﺃﺴﺎﺱﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕﺍﻟﻌﻤﻴﻞ. 2. ﻧﻈﺎﻡ ﺗﺤﻘﻴﻖ ﺍﻟﺠﻮﺩﺓ ﻋﻦﻃﺮﻳﻖﺍﻟﻮﻗﺎﻳﺔ ﻭﻟﻴﺲ ﺍﻟﺘﻘﻴﻴﻢ. ﺃﻲ ﻋﻦ ﻃﺮﻳﻖ ﻭﺿﻊ ﻣﺠﻤﻮﻋﺔ ﻻ ﺗﻘﻴﺲ ﺍﻟﺨﻠﻞ ﻓﻘﻂ ﻭﺇﻧﻤﺎ ﺗﻘﻴﺲ ﺍﻟﺘﻜﻠﻔﺔ ﺍ ﻹﺟﻤﺎﻟﻴﺔ ﻟﻠﺠﻮﺩﺓ. ﻣﻦ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍﻟﺘﻲ 3. ﺗﻘﺎﺱ ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﺧ ﻼﻝ ﺍﻟﻤﺆﺸﺮﺍﺕ. 4. ﻣﻌﻴﺎﺭ ﺇﻧﺠﺎﺯ ﺍﻟﺠﻮﺩﺓ ﻫﻮ ﺍﻟﻌﻴﻮﺏ ﺍﻟﺼﻔﺮﻳﺔ. ﻼﻝ ﺗﻜﻠﻔﺔ ﻋﺪﻡ ﺍﻟﻤﻄﺎﺑﻘﺔ, ﻭﻟﻴﺲ ﻣﻦ ﺧ
ﺧﻄﻮﺍﺕ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻷﺮﺑﻌﺔ ﻋﺸﺮ ﻋﻨﺪ ﻛﺮﻭﺳﺒﻰ 1 ﺍﻟﺘﺰﺍﻡ ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ: ﻓﻲ ﺇﺩﺭﺍﻛﻬﺎ ﻭﺗﻔﻬﻤﺎ ﻭﺍﻟﺘﺰﺍﻣﻬﺎ ﺑﺘﻬﻴﺌﺔ ﻭﺣﻔﺰ ﻣﻨﺴﻮﺑﻴﻬﺎ ﻭﻓﻖ ﺳﻴﺎﺳﺔ ﻣﻌﻠﻨﺔ ﻭﻣﻜﺘﻮﺑﺔ. 2 ﻓﺮﻕ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ: ﺗﺸﻜﻞ ﻓﺮﻕ ﻋﻤﻞ ﺗﻀﻢ ﻣﻤﺜﻠﻴﻦ ﻋﻦ ﻛﻞ ﺇﺩﺍﺭﺓ. 3 ﻣﻘﺎﻳﻴﺲ ﺍﻟﺠﻮﺩﺓ: ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﻛﻴﻔﻴﺔ ﺍﻟﻘﻴﺎﺱ ﻋﻨﺪ ﺣﺪﻭﺙ ﻭﺍﺣﺘﻤﺎﻟﻴﺔ ﺣﺪﻭﺙ ﻣﺸﺎﻛﻞ. 4 ﺗﺤﺪﻳﺪ ﺗﻜﻠﻔﺔ ﺍﻟﺠﻮﺩﺓ: ﻭﻓﻴﻬﺎ ﻳﺘﻢ ﺗﻘﺪﻳﺮ ﺗﻜﻠﻔﺔ ﺍﻟﺠﻮﺩﺓ ﻭﺷﺮﺡ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻛﺄﺪﺍﺓ ﻣﻦ ﺃﺪﻭﺍﺕ ﺍ ﻹﺩﺍﺭﺓ, ﻣﻦ ﺃﺠﻞ ﺗﺤﺪﻳﺪ ﺃﻲ ﻣﺠﺎﻝ ﺍﻟﺬﻱ ﻳﺆﺪﻯ ﺍﻟﺘﺤﺴﻴﻦ ﻓﻴﻪ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﺍﻟﺮﺑﺢ. 5 ﺍﻟﻮﻋﻲ ﺑﺎﻟﺠﻮﺩﺓ: ﺭﻓﻊ ﻭﻋﻰ ﺍﻟﻌﻤﺎﻝ ﺑﺎﻟﺠﻮﺩﺓ, ﺑﺤﻴﺚ ﻳﺘﻔﻬﻢ ﻛﻞ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺃﻬﻤﻴﺔ ﻣ ﻼﺀ. ﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤ ﻼﺀﻣﺘﻬﺎ ﻭﺗﻜﺎﻟﻴﻒ ﻣ ﻼﺋﻤﺔ ﺍﻟﺠﻮﺩﺓ 6 ﺍ ﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺼﺤﻴﺤﻴﺔ: ﺍﺗﺨﺎﺫ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﺼﺤﻴﺤﻴﺔ ﻛﻨﺘﻴﺠﺔ ﻟﻠﺨﻄﻮﺍﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻘﻴﺎﺱ ﺍﻟﺠﻮﺩﺓ ﻭﺗﻜﻠﻔﺘﻬﺎ ﺍﻟﻤﺬﻛﻮﺭﺓ ﻓﻲ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ.
ﺗﺎﺑﻊ /ﺧﻄﻮﺍﺕ ﻭﻣﺒﺎﺩﺉ ﻛﺮﻭﻳﺒﻲ 41 ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻼ ﻋﻴﻮﺏ ) : (Zero Defects ﺇﻧﺸﺎﺀ ﻟﺠﻨﺔ ﻣﻦ ﺃﺠﻞ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ 7 ﺍﻟ ﻼ ﻋﻴﻮﺏ“. ”ﻣﻨﺸﺄﺔ، ﻣﻌﻤﻞ / ﻗﺴﻢ ﻭﺻﻮﺭﺓ ﺃﺸﻌﺔ ﺑ ﻼﻡ ﺍ ﻹﺩﺍﺭﺓ ﺑﺎﻟﻤﻌﻮﻗﺎﺕ ﺍﻟﺘﻲ 80 ﺍﻟﻘﻀﺎﺀ ﻋﻠﻰ ﺃﺴﺒﺎﺏ ﺍﻟﻌﻴﺐ: ﺗﺸﺠﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻹﻋ ﺗﻤﻨﻌﻬﻢ ﻣﻦ ﺃﺪﺍﺀ ﺍﻟﻌﻤﻞ ﺍﻟﺨﺎﻟﻲ ﻣﻦ ﺍﻟﻌﻴﻮﺏ, ﻭﺇﺯﺍﻟﺔ ﻣﻌﻮﻗﺎﺕ ﺍ ﻻﺗﺼﺎﻝ ﺍﻟﻔﻌﺎﻝ. ﻼ ﻋﻴﻮﺏ, ﻟﺠﻌﻞ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻳﺪﺭﻛﻮﻥ ﻼ ﻋﻴﻮﺏ: ﻳﺘﻢ ﺗﻨﻈﻴﻢ ﻳﻮﻡ ﺧﺎﺹ ﺑﺎﻟ 9 ﻳﻮﻡ ﺍﻟ ﻗﺪ ﺣﺪﺙ, ﻭﻟﺰﻳﺎﺩﺓ ﺍﻟﻮﻋﻲ ﻸﺪﺍﺀ ﻭﺃﻦ ﺗﻐﻴﺮ ﻫﻨﺎﻙ ﺃﻦ ﺍﻟﻤﻨﺸﺄﺔ ﻟﺪﻳﻬﺎ ﻣﻌﺎﻳﻴﺮ ﺟﻴﺪﺓ ﻟ ﻼ ﻋﻴﻮﺏ ". ﺑﺄﻬﻤﻴﺔ ﺷﻌﺎﺭ " ﺻﻨﺎﻋﺔ ﺑ ﻓﻴﻤﺎ ﻳﺨﺼﻪ ﻣﻦ ﺑﺮﻧﺎﻣﺞ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ. 01 ﺍﻟﺘﺪﺭﻳﺐ: ﺗﺪﺭﻳﺐ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻛ ﻷﻨﻔﺴﻬﻢ ﻭﻟﻠﻤﺠﻤﻮﻋﺎﺕ 11 ﻭﺿﻊ ﺍ ﻷﻬﺪﺍﻑ: ﺗﺸﺠﻴﻊ ﺍ ﻷﻔﺮﺍﺩ ﻟﺘﺤﻘﻴﻖ ﺃﻬﺪﺍﻑ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﺘﻲ ﻳﻨﺘﻤﻮﻥ ﺇﻟﻴﻬﺎ. 21 ﺍﻟﻤﻜﺎﻓﺄﺔ: ﻭﺗﻜﻮﻥ ﺑﺎﻋﺘﺮﺍﻑ ﺍﻟﻤﻨﺸﺄﺔ ﻭﺗﻘﺪﻳﺮﻫﺎ ﻭﺗﻜﺮﻳﻤﻬﺎ ﻟﻜﻞ ﻣﻦ ﻳﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﺃﻬﺪﺍﻑ ﺍﻟﺠﻮﺩﺓ, ﻭﻛﺎﻥ ﻟﻬﻢ ﺟﻬﺪ ﻓﻲ ﺗﻄﻮﻳﺮ ﻭﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ. 31 ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ: ﻳﺘﻜﻮﻥ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﺍﻟﻤﻬﻨﻴﻴﻦ ﻭﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺮﺅﺴﺎﺀ, ﻭﺗﻜﻮﻥ ﻣﻬﻤﺘﻪ ﺍ ﻻﺗﺼﺎﻝ ﺍﻟﺪﺍﺋﻢ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻣﻊ ﺃﻌﻀﺎﺀ ﻓﺮﻕ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ, ﻟﻤﺸﺎﺭﻛﺔ ﺍﻟﺨﺒﺮﺍﺕ, ﻭﺣﻞ ﺍﻟﻤﺸﺎﻛﻞ, ﻭﻃﺮﺡ ﺍ ﻷﻔﻜﺎﺭ. ﺛﺔ ﻋﺸﺮ ﺍﻟﺴﺎﺑﻘﺔ ﻣﻦ ﺃﺠﻞ 41 ﺍ ﻻﺳﺘﻤﺮﺍﺭﻳﺔ ﻓﻲ ﺍﻟﺘﺤﺴﻴﻦ: ﻛﺮﺭﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺜﻼ ﻻ ﻧﻬﺎﻳﺔ ﻟﻪ. ﺍﻟﺘﺄﻜﻴﺪ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻤﺴﺘﻤﺮ ﺍﻟﺬﻱ )ﻣﺎﺫﺍ ﻳﻌﻨﻲ ﺍﻟﻤﺒﺪﺃ 41 ﻓﻜﺮ ﻭﺍﻋﺪ ﺭﺳﻢ ﻫﺬﻩ ﺍﻟﻤﺒﺪﺍﺉ ﻓﻲ ﻧﻤﻮﺫﺝ ﺷﻜﻠﻲ ؟( 13
ﺍﺭﻣﺎﻧﺪ ﻓﻴﻨﺒﻴﻮﻡ Armand feigenbanm ﻓﻴﻨﺒﻴﻮﻡ ﻣﻊ ﺍﺷﻜﻮﺍ ﺃﺐ ﺭﻭﺣﻲ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ، ﻓﻘﺪ ﻃﻮﺭ ﻣﻔﻬﻮﻡ ﺍﻟﺴﻴﻄﺮﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ TQC ﻓﻲ ﻛﺘﺎﺑﻪ ﺍﻟﺸﻬﻴﺮ ﺍﻟﺬﻱ ﺻﺪﺭ ﻋﺎﻡ 3891 ﺣﻴﺚ ﺗﻀﻤﻦ ﺃﺒﺮﺯ ﻣﻔﺎﻫﻴﻤﻪ: ﺃﺸﺎﺭ ﺇﻟﻰ ﺇﻥ ﺍﻟﻤﺴﺆﻮﻟﻴﺔ ﻋﻦ ﺍﻟﺠﻮﺩﺓ ﻳﺠﺐ ﺃﻦ ﺗﻜﻮﻥ ﻋﻠﻰ ﻣﻦ ﻳﺆﺪﻭﻥ ﺍﻟﻌﻤﻞ ﻭﺣﻴﺚ ﻳﺸﺎﺭ ﻟﻬﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﺑــ ) ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﺍﻟﻤﻨﺒﻊ(ﻭﻳﻌﻨﻲ ﺃﻦ ﻛﻞﻋﺎﻣﻞ ﺃﻮ ﻣﻮﻇﻒ ﺃﻮ ﺳﻜﺮﺗﻴﺮ ﺃﻮﻣﻬﻨﺪﺱ ﺃﻮ ﺑﺎﺋﻊ ﻳﺠﺐ ﺍﻥﻳﻜﻮﻥﻣﺴﺌﻮﻻ ﻋﻦ ﺃﺪﺍﺀ ﺑﺠﻮﺩﺓﻛﺎﻣﻠﺔ. ﻋﻤﻠﻪ ﻭﻓﻲ ﺍﻟﺴﻴﻄﺮﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ ﺗﻜﻮﻥﺟﻮﺩﺓ ﺍﻟﻤﻨﺘﺞﺃﻌﻠﻰ ﺃﻬﻤﻴﺔ ﻣﻦ ﻟﻠﻌﺎﻣﻠﻴﻦﺣﻖﺇﻳﻘﺎﻑ ﺍﻹﻧﺘﺎﺝﻭﻓﻖﺣﺪﻭﺙ ﻣﻌﺪﻻﺕ ﺃﺤﺠﺎﻡ ﺍﻹﻧﺘﺎﺝ،ﻭﻳﻜﻮﻥ ﺃﻮ ﻣﺸﻜﻠﺔ ﺍﻟﺠﻮﺩﺓ. ﻓﻲ ﺃﻴﺔ
ﻳﻌﺪ ﺇﻳﺸﻴﻜﺎﻭﺍ ﺍ ﻷﺐ ﺍﻟﺤﻘﻴﻘﻲ ﻟﺤﻠﻘﺎﺕ ﺍﻟﺠﻮﺩﺓ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺃﻮﻝ ﻣﻦ ﻧﺎﺩﻯ ﺑﺘﻜﻮﻳﻦ ﻋﺪﺩ ﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻳﺘﺮﺍﻭﺡ ﻋﺪﺩﻫﻢ ﻣﻦ 4 - 8 ﻋﺎﻣﻠﻴﻦ ﻭﺗﻜﻮﻥ ﻣﻬﻤﺘﻬﻢ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻤﺸﺎﻛﻞ ﺍﻟﺘﻲ ﻳﻮﺍﺟﻬﻮﻧﻬﺎ ﻭﻃﺮﺡ ﻃﻮﻋﻴ ﺃﻔﻀﻞ ﺍﻟﻄﺮﻕ ﻟﺤﻠﻬﺎ. ﺃﺴﻤﺎﻩ "ﻣﺮﺷﺪ ﺇﻟﻰ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻟﺠﻮﺩﺓ". ﻛﻤﺎ ﺍﻗﺘﺮﺡ ﺃﻴﻀ ﻭﺃﺼﺪﺭ ﻫﺬﺍ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻴﺎﺑﺎﻧﻲ ﻛﺘﺎﺑ ﻟﺴﻤﻜﺔ. ﻭﺣﻴﺚ ﺗﻤﺜﻞ ﺍﻟﻌﻈﺎﻡ ﺃﻮ ﻼ ﻋﻈﻤﻴ ﻣﺨﻄﻄﺎﺕ ﺗﺤﻠﻴﻞ ﻋﻈﻤﺔ ﺍﻟﺴﻤﻜﺔ ﻭﺍﻟﺘﻲ ﺗﺸﺒﻪ ﻫﻴﻜ ﻼﺀ ﻋﻦ ﺍﻟﺠﻮﺩﺓ. ﻭﺗﺤﺪﻳﺪ ﻣﺼﺪﺭ ﺍ ﻷﺸﻮﺍﻙ ﻣﺴﺒﺒﺎﺕ ﻣﺤﺘﻤﻠﺔ ﻟﻤﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ ﻓﺘﺴﺘﺨﺪﻡ ﻟﺘﺘﺒﻊ ﺷﻜﺎﻭﻯ ﺍﻟﻌﻤ ﺃﻮ ﻣﺼﺎﺩﺭ ﺍﻟﺨﻄﺄ ﺃﻮ ﺍﻟﻘﺼﻮﺭ. ﻭﻳﺮﻯ ﺇﻳﺸﻴﻜﺎﻭﺍ ﺃﻨﻪ ﺑﻴﻨﻤﺎ ﺗﻨﺤﺼﺮ ﺍﻟﻤﺴﺌﻮﻟﻴﺔ ﻋﻦ ﺟﻮﺩﺓ ﺍﻟﻤﻨﺘﺞ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍ ﻷﻤﺮﻳﻜﻴﺔ ﻓﻲ ﻋﺪﺩ ﻣﺤﺪﻭﺩ ﻣﻦ ﻃﺎﻗﻢ ﺍ ﻹﺩﺍﺭﺓ، ﻓﺈﻥ ﻛﻞ ﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﻴﺎﺑﺎﻧﻴﻴﻦ ﻣﺴﺌﻮﻟﻮﻥ ﻋﻦ ﺍﻟﺠﻮﺩﺓ ﻭﻣﻠﺘﺰﻣﻮﻥ ﺑﻬﺎ. ﻭﺭﻛﺰ ﺇﻳﺸﻴﻜﺎﻭﺍ ﻋﻠﻰ ﺃﻬﻤﻴﺔ ﺷﻤﻮﻝ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ﻋﻠﻰ ﺧﺪﻣﺔ ﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ، ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺑﻜﺎﻓﺔ ﻣﺴﺘﻮﻳﺎﺗﻬﻢ ﻼﻝ ﻗﻴﺎﻣﻪ ﺑﺘﺼﻨﻴﻒ ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﺍ ﻹﺣﺼﺎﺋﻴﺔ ﺇﻟﻰ ﻣﺠﻤﻮﻋﺎﺕ ﻓﻲ ﻋﻤﻠﻴﺔ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ. ، ﻣﻦ ﺧ ﻭﺭﺑﻂ ﻛﻞ ﻣﺠﻤﻮﻋﺔ ﺑﻤﺴﺘﻮﻯ ﻣﻌﻴﻦ ﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻛﻤﺎ ﻳﻠﻲ: 1. ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍ ﻷﻮﻟﻰ: ﺍ ﻷﺪﻭﺍﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺗﻌﻠﻤﻬﺎ ﻭﺗﻄﺒﻴﻘﻬﺎ ﻣﻦ ﻗﺒﻞ ﺃﻲ ﺷﺨﺺ ﻓﻲ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺃﺠﻞ ﺗﻘﻴﻴﻢ ﻣﺸﺎﻛﻞ ﺍﻟﺠﻮﺩﺓ، ﻭﻣﻦ ﻫﺬﻩ ﺍ ﻷﺪﻭﺍﺕ )ﺍﻟﺴﺒﺐ ﻭﺍ ﻷﺜﺮ، ﺗﺤﻠﻴﻞ ﺑﺎﺭﻳﺘﻮ، ﺧﺮﺍﺋﻂ ﻣﺮﺍﻗﺒﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ، ﺍﻟﻤﺪﺭﺟﺎﺕ ﺍﻟﺘﻜﺮﺍﺭﻳﺔ، ﻣﺨﻄﻄﺎﺕ ﺍﻟﺘﺸﺘﺖ، ﻭﺃﺪﻭﺍﺕ ﺍﻟﻔﺤﺺ(. 2. ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺜﺎﻧﻴﺔ: ﺍ ﻷﺪﻭﺍﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﺧﺒﺮﺍﺀ ﺍﻟﺠﻮﺩﺓ ﻭﻫﻲ ﺗﺘﻀﻤﻦ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻔﺮﺿﻴﺎﺕ ﻭﺍﻟﻌﻴﻨﺎﺕ. 3. ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺜﺎﻟﺜﺔ: ﺍ ﻷﺪﻭﺍﺕ ﺍﻟﺘﻲ ﺗﺴﺘﺨﺪﻡ ﻓﻲ ﺣﻞ ﺍﻟﻤﺸﺎﻛﻞ ﺍ ﻹﺣﺼﺎﺋﻴﺔ ﺍﻟﻤﺘﻘﺪﻣﺔ ﻭﺍﻟﻤﺴﺘﺨﺪﻣﺔ ﻣﻦ ﻗﺒﻞ ﺧﺒﺮﺍﺀ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﻭﻫﻲ ﺗﺘﻀﻤﻦ ﺃﺪﻭﺍﺕ ﺑﺤﻮﺙ ﺍﻟﻌﻤﻠﻴﺎﺕ.
ﻣﺒﺎﺩﺉ ﺍﻟﺠﻮﺩﺓ ﻋﻨﺪ ﺇﻳﺸﻴﻜﺎﻭﺍ )ﻋﺸﺮﺓ ﺧﻄﻮﺍﺕ( ﺑﻌﺪ ﻣﺒﺪﺃ ﺍﻟﺘﻌﻠﻴﻢ، ﺻﺎﻍ ﺇﻳﺸﻴﻜﺎﻭﺍ ﻓﻠﺴﻔﺘﻪ ﻓﻲﺗﺤﺴﻴﻦﻭﻣﺮﺍﻗﺒﺔﺍﻟﺠﻮﺩﺓﺍﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﻌﺸﺮﺓ ﺍﻟﺘﺎﻟﻴﺔ: 1 - ﺍﻟﺨﻄﻮﺓ ﺍ ﻷﻮﻟﻰ ﻟﻠﺠﻮﺩﺓ ﻫﻲ ﻣﻌﺮﻓﺔ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻴﻞ. 2 - ﺍﻟﻮﺿﻊ ﺍﻟﻤﺜﺎﻟﻲ ﻟﺮﻗﺎﺑﺔ ﺍﻟﺠﻮﺩﺓ ﻳﺘﻢﻋﻨﺪﻣﺎ ﻻﻳﻜﻮﻥﺍﻟﻔﺤﺺ ﺿﺮﻭﺭﻳ . 3 - ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺇﺯﺍﻟﺔ ﺍﻟﺴﺒﺐ ﻭﻟﻴﺲ ﺍ ﻷﻌﺮﺍﺽ. 4 - ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ﻫﻲ ﻣﺴﺌﻮﻟﻴﺔ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻘﻄﺎﻋﺎﺕ. 5 - ﻋﺪﻡ ﺍﻟﺨﻠﻂ ﺑﻴﻦ ﺍﻟﻮﺳﺎﺋﻞ ﻭﺍ ﻷﻬﺪﺍﻑ. 6 - ﻭﺿﻊ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍ ﻷﻮﻝ. 7 - ﺍﻟﺘﺴﻮﻳﻖ ﻫﻮ ﺍﻟﻤﺪﺧﻞ ﻭﺍﻟﻤﺨﺮﺝ ﻟﻠﺠﻮﺩﺓ. 8 - ﻳﺠﺐ ﻋﻠﻰ ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺃ ﻟﻬﻢ. ﻻ ﺗﻈﻬﺮ ﺍﻟﻐﻀﺐ ﻋﻨﺪﻣﺎ ﻳﻘﻮﻡ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺗﺤﺖ ﺭﺋﺎﺳﺘﻬﻢ ﺑﺘﻘﺪﻳﻢ ﺍﻟﺤﻘﺎﺋﻖ 9 - ﻳﻤﻜﻦ ﺣﻞ 59% ﻣﻦ ﺍﻟﻤﺸﺎﻛﻞ ﻋﻦ ﻃﺮﻳﻖ ﺍ ﻷﺪﻭﺍﺕ ﺍﻟﺴﺒﻌﺔ ﻟﻤﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ) ﺍﻟﺠﻮﺩﺓ(. 01 - ﺗﻌﺘﺒﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺘﻲ ﻻ ﺗﻀﻴﻒ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻨﻬﺎ ﺑﻴﺎﻧﺎﺕ ﺧﺎﻃﺌﺔ. ﻻﺣﻘﺎ ﺃﺪﻭﺍﺕ
ﺇﺟﺎﺑﺎﺕ ﻓﺮﺩﻳﺔ ﺛﻢ ﺇﺟﺎﺑﺎﺕ ﻓﺮﻳﻖ )ﻣﺠﻤﻮﻋﺎﺕ( ﺱ: ﺗﺰﺍﻭﺝ 1. 2. 3. 4. 1( ﺩﺍﺋﺮﺓ ﺟﻮﺭﺍﻥ ﺩﺍﺋﺮﺓ ﺩﻳﻤﻨﺞ ﻣﻦ ﻣﺒﺎﺩﺉ ﻛﺮﻭﺳﺒﻲ ﺍ ﻷﺮﺑﻌﺔ ﻋﺸﺮ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ﺟﻮﺭﺍﻥ ﺍﻹﺟﺎﺑﺔ / ﺱ: ﺍﺧﺘﺒﺮ ﺍﻷﺮﺑﻌﺔ ﻋﺸﺮ ﻣﺒﺪﺃ ﻭﺧﻄﻮﺓ ﺗﻌﻮﺩ ﺇﻟﻰ: 1. 2. 3. 4. ) ) ( ﺧﻄﻂ، ﻧﻔﺬ، ﺍﻓﺤﺺ، ﺗﺼﺮﻑ ( ﺧﻄﻂ، ﺭﺍﻗﺐ، ﺣﺴﻦ ﻼ ﻋﻴﻮﺏ ( ﺃﺸﻌﺔ ﺑ ( ﺗﻘﻴﻴﻢ، ﻣﻘﺎﺭﻧﺔ، ﺗﺼﺮﻑ ﺍﻻﺟﺎﺑﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻓﻨﺒﻴﻮﻡ ﺩﻳﻤﻨﺞ ﻛﺮﻭﺳﺒﻲ ﺟﻮﺭﺍﻥ ﻭﻻ ﺗﻨﺴﻰ ﺑﺎﻗﻲ ﺍﻟﻤﻔﺎﻫﻴﻢ ﺍﻟﺘﻲ ﻣﻊ ﺍﻭ ﺿﺪ ﺍﻟﺠﻮﺩﺓ: ﻫﻞ ﺃﺨﺼﺎﺋﻲ ﻭﻓﻨﻲ . . . . : ( ) ﺍﻷﺸﻌﺔ ﺑﺸﺮ ﻳﺨﻄﺊ ؟!!! ﻣﻌﺼﻮﻡ ﻣﻦ. .
ﺭﻭﺍﺩ ﺍﻟﺠﻮﺩﺓ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻠﻮﺭﺍﻧﺲ ﻧﺎﻳﺘﻴﻨﻐﺎﻝ (1820 - 1910) Florence Nightingale ﻣﻤﺮﺿﺔ، ﻣﻦ ﺭﻭﺍﺩ ﺍﻟﺘﻤﺮﻳﺾ ﺍﻟﺤﺪﻳﺚ ﻓﻲ ﺑﺮﻳﻄﺎﻧﻴﺎ، ﻛﺎﺗﺒﺔ، ﻭﺧﺒﻴﺮﺓ ﻓﻲ ﺍﻹﺣﺼﺎﺀ ﺫﺍﺋﻌﺔ ﺍﻟﺼﻴﺖ. ﺍﺳﺘﻌﻤﻠﺖ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻹﺣﺼﺎﺋﻲ ﺑﺸﻜﻞ ﻣﻜﺜﻒ ﻓﻲ ﺟﻤﻊ ﺍﻟﻮﺛﺎﺋﻖ، ﻭﺗﺤﻠﻴﻞ ،ﻭﻋﺮﺽ ﺍﻹﺣﺼﺎﺋﻴﺎﺕ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺮﻋﺎﻳﺔ ﺍﻟﻄﺒﻴﺔ ﻭﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ. ﻛﻤﺎ ﻛﺎﻧﺖ ﺃﻮﻝ ﻣﻦ ﻧﺎﺩﻯ ﺑﺘﻨﻈﻴﻢ ﺍﻟﺘﺤﻘﻴﻖ ﺍﻟﻤﺘﻌﻠﻖ ﺑﻌﻤﻠﻴﺎﺕ ﻭ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﺘﻲ ﻗﺪ ﺗﻜﻮﻥ ﻣﺮﺗﺒﻄﺔ ﺑﺎﻟﻨﺘﺎﺋﺞ ﺍﻟﺗﻐﻴﺮﺓ. 63 ﺇﻳﺮﻧﻴﺴﺖ ﺟﻮﺩﻣﺎﻥ )9681 - 0491( Ernest Codman ﺃﻤﺮﻳﻜﻲ ﺗﺨﺮﺝ ﻣﻦ ﻛﻠﻴﺔ ﺍﻟﻄﺐ ﻓﻲ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ ﺛﻢ ﺃﺼﺒﺢ ﻋﻀﻮ ﻓﻲ ﻫﻴﺌﺔ ﺍﻟﺘﺪﺭﻳﺲ ﻓﻴﻬﺎ. ﺃﺴﺲ ﻣﺎ ﻋﺮﻑ ﺍﻟﻴﻮﻡ ﺑﺈﺩﺍﺭﺓ ﻧﺘﺎﺋﺞ ﺭﻋﺎﻳﺔ ﺍﻟﻤﺮﻳﺾ outcomes ،management in patient care ﻛﻤﺎ ﻛﺎﻥ ﺃﻮﻝ ﻣﻦ ﺃﺴﺲ ﻣﺮﺍﺟﻌﺔ ﺍﻹﺻﺎﺑﺎﺕ ﻭﺍﻟﻮﻓﻴﺎﺕ mortality & morbidity reviews ﻭﺫﻟﻚ ﻟﺘﻌﻘﺐ ﻧﺘﺎﺋﺞ ﺍﻟﻤﺮﻳﺾ، ﻭﺗﺤﺪﻳﺪ ﺍﻟﺨﻠﻞ ﺍﻟﺴﺮﻳﺮﻱ ﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺗﻔﺎﺩﻳﻪ ﺳﺘﻘﺒﻼ. ﺳﺎﻋﺪ ﺩ. ﺟﻮﺩﻣﺎﻥ ﺃﻴﻀ ﻓﻲ ﻗﻴﺎﺩﺓ ﺗﺄﺴﻴﺲ ﺍﻟﻜﻠﻴﺔ ﺍﻷﻤﺮﻳﻜﻴﺔ ﻟﻠﺠﺮﺍﺣﻴﻦ ﻭﺑﺮﻧﺎﻣﺠﻬﺎ ﻟﻮﺿﻊ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ، ﻫﺬﺍ ﺍﻟﺒﺮﻧﺎﻣﺞ ﺍﻟﺬﻱ ﺍﻧﺒﺜﻘﺖ ﻻﺣﻘ ﻋﻨﻪ ﺍﻟﻬﻴﺌﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻻﻋﺘﻤﺎﺩ ﻣﻨﻈﻤﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ Joint ) Commission on Accreditation of Healthcare Organizations. (JCAHO ﺃﻔﻴﺪﻳﺲ ﺩﻭﻧﺎﺑﻴﺪﻳﺎﻥ (1910 - 2000) Avedis Donabedian ﻟﺪ ﻓﻲ ﺑﻴﺮﻭﺕ، ﻟﺒﻨﺎﻥ ، ﺣﻴﺚ ﺣﺼﻞ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺍﻟﻄﺐ ﻣﻦ ﺍﻟﺠﺎﻣﻌﺔ ﺍﻷﻤﺮﻳﻜﻴﺔ ﻓﻲ ﺑﻴﺮﻭﺕ. ﺑﻌﺪ ﺫﻟﻚ ﺣﺼﻞ ﻋﻠﻰ ﺩﺭﺟﺔ ﺍﻟﻤﺎﺟﺴﺘﻴﺮ ﻓﻲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻣﻦ ﻛﻠﻴﺔ ﻫﺎﺭﻓﺎﺭﺩ ﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﺗﺤﺪﺓ ﺍﻷﻤﺮﻳﻜﻴﺔ، ﺛﻢ ﺃﺼﺒﺢ ﺃﺴﺘﺎﺫﺍ ﺟﺎﻣﻌﻴ ﻓﺨﺮﻳ ﺑﺎﺭﺯ ﻓﻲ ﺑﺮﻧﺎﻣﺞ ﻧﻴﺜﺎﻥ ﺳﻴﻨﺎﻱ Nathan Sinai ﻟﻠﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺟﺎﻣﻌﺔ ﻣﻴﺸﻴﻐﺎﻥ. ﻗﺎﻡ ﺃﻔﻴﺪﻳﺲ ﺩﻭﻧﺎﺑﻴﺪﻳﺎﻥ ﺑﺘﻌﺰﻳﺰ ﺍﺳﺘﻌﻤﺎﻝ ﻣﻘﺎﻳﻴﺲ ﺍﻷﺪﺍﺀ ﻟﺘﻘﻴﻴﻢ ﻭﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ. ﻭﻫﻮ ﻣﻌﺮﻭﻑ ﺟﺪ ﺑﺴﺒﺐ ﺻﻴﺎﻏﺘﻪ ﻟﻨﻤﻮﺫﺝ "ﺍﻟﺒﻨﻴﺔ- ﺍﻟﻌﻤﻠﻴﺔ- ﺍﻟﻨﺘﻴﺠﺔ " structure-process-outcome ﻟﺘﻘﻴﻴﻢ ﻧﺸﺎﻃﺎﺕ ﺍﻟﺠﻮﺩﺓ، ﺣﻴﺚ ﺣﺪﺩ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﺇﻃﺎﺭ ﻷﻜﺜﺮ ﻧﺸﺎﻃﺎﺕ ﻗﻴﺎﺱ ﻭﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻋﺎﺻﺮﺓ. . 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺭﻭﺍﺩ ﺍﻟﺠﻮﺩﺓ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺼﺤﻴﺔ ﺩﻭﻧﺎﻟﺪ ﺑﻴﺮﻭﻳﻚ. ﺃﺴﺘﺎﺫ ﺃﻤﺮﻳﻜﻲ ﻳﻌﻤﻞ ﻓﻲ ﻗﺴﻢ ﺳﻴﺎﺳﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ،Department of Health Policy and Management ﻛﻤﺎ ﻳﻌﻤﻞ ﻛﺮﺋﻴﺲ ﺗﻨﻔﻴﺬﻱ Chief Executive Officer ﻓﻲ ﻣﻌﻬﺪ ﺗﺤﺴﻴﻦ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ) ،Institute for Healthcare Improvement (IHI ﻭﻫﻲ ﻫﻴﺌﺔ ﻏﻴﺮ ﻧﻔﻌﻴﺔ، ﺑﺪﺃﺖ ﺑﺘﻮﺟﻴﻪ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺫﻟﻚ ﺑﺪﻋﻢ ﻣﺸﺎﺭﻳﻊ ﻣﺸﺘﺮﻛﺔ ﺣﻮﻝ ﺍﻟﻌﺎﻟﻢ ﻭﺍﻟﺘﻲ ﺗﺴﺘﻌﻤﻞ ﻧﻤﻮﺫﺝ " ﺩﻭﺭﺓ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﺴﺮﻳﻌﺔ " rapid cycle improvement ﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﻐﻴﻴﺮ. ﻧﺸﺮ ﺩ. ﺑﻴﺮﻭﻳﻚ ﺃﻜﺜﺮ ﻣﻦ 031 ﻣﻘﺎﻝ ﻋﻠﻤﻲ ﻓﻲ ﻋﺪﺩ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻤﺠﻼﺕ، ﺗﺘﻌﻠﻖ ﻣﻮﺍﺿﻴﻌﻬﺎ ﺑﺴﻴﺎﺳﺔ ﺭﻋﺎﻳﺔ ﺍﻟﺼﺤﺔ، ﻭﺗﺤﻠﻴﻞ ﺍﻟﻘﺮﺍﺭ، ﻭﺗﻘﻴﻴﻢ ﺍﻟﺘﻘﻨﻴﺔ، ﻭﺇﺩﺍﺭﺓ ﺟﻮﺩﺓ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ. ﺑﻮﻝ ﺑﺎﺗﺎﻟﺪﻳﻦ ﻃﺒﻴﺐ ﺃﻄﻔﺎﻝ ﺃﻤﺮﻳﻜﻲ ﺗﺨﺮﺝ ﻣﻦ ﻛﻠﻴﺔ ﺍﻟﻄﺐ ﺟﺎﻣﻌﺔ ﻣﻴﻨﻴﺴﻮﺗﺎ، ﻳﻌﻤﻞ ﻣﺪﻳﺮ ﻟﺘﻄﻮﻳﺮ ﻗﻴﺎﺩﺍﺕ ﺗﺤﺴﻴﻦ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ health care improvement leadership development HCILD ﻓﻲ ﻣﺮﻛﺰ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺴﺮﻳﺮﻳﺔ ﺍﻟﺘﻘﻴﻴﻤﻴﺔ Evaluative Clinical Sciences ﻓﻲ ﻛﻠﻴﺔ ﺩﺍﺭﺗﻤﺎﻭﺙ ﻟﻠﻄﺐ. ﺇﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ، ﻳﺸﻐﻞ ﺩ. ﺑﺎﺗﺎﻟﺪﻳﻦ ﻣﻘﻌﺪ ﺃﻴﺮﻧﻴﺴﺖ ﺑﺮﻳﺘﺶ Ernest Breech ﻓﻲ ﻗﺴﻢ ﺗﻌﻠﻴﻢ ﻭﺃﺒﺤﺎﺙ ﺗﺤﺴﻴﻦ ﺟﻮﺩﺓ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﻣﺮﻛﺰ ﻫﻨﺮﻱ ﻓﻮﺭﺩ ﻟﻠﻌﻠﻮﻡ ﺍﻟﺼﺤﻴﺔ Department of Health Care Quality Improvement Education and Research at the Henry Ford Health Sciences Center ﻓﻲ ﺩﻳﺘﺮﻭﻳﺖ. ﻗﺎﻡ ﺩ. ﺑﺎﺗﺎﻟﺪﻳﻦ ﺑﺘﺤﻮﻳﻞ ﺑﻨﻮﺩ ﺩﻳﻤﻴﻨﻎ ﺍﻷﺮﺑﻌﺔ ﻋﺸﺮ ﺍﻟﻬﺎﻣﺔ ﻟﺘﺘﻨﺎﺳﺐ ﻣﻊ ﻣﺤﻴﻂ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ، ﻭﺍﻟﻤﻌﺮﻭﻑ ﻋﻨﻪ ﺑﺄﻨﻪ ﺭﺍﺋﺪ ﺍﻟﺠﻬﻮﺩ ﺍﻟﻤﺒﺬﻭﻟﺔ ﻟﺪﻓﻊ ﻋﺠﻠﺔ ﺗﺤﺴﻴﻦ ﺭﻋﺎﻳﺔ ﺍﻟﻤﺮﻳﺾ ﻓﻲ ﻣﺮﻛﺰ ﺩﺍﺭﺗﻤﺎﻭﺙ ﻫﻴﺘﺸﻜﻮﻙ ﺍﻟﻄﺒﻲ. ﻭﻟﻘﺪ ﻛﺘﺐ ﻛﺘﺎﺑ ﻋﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ، ﻛﻤﺎ ﺃﻠﻒ ﺃ ﺷﺎﺭﻙ ﻓﻲ ﺗﺄﻠﻴﻒ ﻓﺼﻮﻝ ﻣﻦ ﻛﺘﺐ ﺃﻮ ﻣﻘﺎﻻﺕ ﻓﻲ ﻣﺠﻼﺕ ﻣﻬﻨﻴﺔ ﻭﺫﻟﻚ ﻟﻤﺴﺎﻋﺪﺓ ﺍﻵﺨﺮﻳﻦ ﻓﻲ ﻗﻴﺎﺩﺓ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ. 73 ﺑﺮﻳﻨﺖ ﺟﻴﻤﺲ ﺣﺎﺯ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺍﻟﻄﺐ ﻣﻦ ﻛﻠﻴﺔ ﺍﻟﻄﺐ ﻓﻲ ﺟﺎﻣﻌﺔ ﺃﻮﺗﺎﻭﺍ، ﻣﺘﺒﻮﻋﺔ ﺑﺘﺪﺭﻳﺐ ﻓﻲ ﺍﻟﺠﺮﺍﺣﺔ ﺍﻟﻌﺎﻣﺔ ﻛﻄﺒﻴﺐ ﻗﻴﻢ. ﻳﺸﻐﻞ ﻣﻨﺼﺐ ﺍﻟﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻷﺒﺤﺎﺙ ﺗﻮﻓﻴﺮ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﻣﻌﻬﺪ ﺇﻧﺘﺮﻣﺎﻭﻧﺘﻦ ﻟﻠﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ،Intermountain Healthcare's Institute ﻛﻤﺎ ﻳﺸﻐﻞ ﻣﻨﺼﺐ ﻧﺎﺋﺐ ﺭﺋﻴﺲ ﺍﻷﺒﺤﺎﺙ ﻭﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﻄﺒﻲ ﺍﻟﺳﺘﻤﺮ. ﻭﻗﺪﻡ ﻣﻘﺎﻳﻴﺲ ﻟﻘﻴﺎﺱ ﻣﺴﺘﻮﻯ ﺃﺪﺍﺀ ﺍﻷﻄﺒﺎﺀ، ﻛﻤﺎ ﺳﺎﻫﻢ ﻓﻲ ﺗﻄﻮﻳﺮ ﻭﺇﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺃﻨﻈﻤﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻷﺪﻭﺍﺕ ﺍﻟﺘﻲ ﺳﺎﻋﺪ ﺍﻷﻄﺒﺎﺀ ﻭﻧﻈﻤﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﻧﺸﺎﻃﺎﺕ ﺗﺤﺴﻴﻦ ﺍﻷﺪﺍﺀ ﺍﻟﻤﻬﻨﻲ ﺍﻟﻴﻮﻣﻲ. 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﻟﺰﺍﻭﻳﺔ ﺍﻟﻨﻈﺮ ﻣﻦ ﻗﺒﻞ ﺍﻟﺒﺎﺣﺜﻴﻦ ﺍﻧﻌﻜﺲ ﺑﺸﻜﻞ ﻭﺍﺿﺢ ﻋﻠﻰ ﺇﻥ ﺗﺒﺎﻳﻦ ﻣﻔﺎﻫﻴﻢ ﻭﺃﻔﻜﺎﺭ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﻓﻘ ﻻ ﺃﻦ ﻫﻨﺎﻙ ﺗﻌﺎﺭﻳﻒ ﻭﺻﻔﻴﺔ ﻭﻣﻘﺎﺭﻧﺎﺕ ﺃﻈﻬﺮﺕ ﺗﺼﻮﺭ ﻋﺎﻡ ﻋﺪﻡ ﻭﺟﻮﺩ ﺗﻌﺮﻳﻒ ﻋﺎﻡ ﻣﺘﻔﻖ ﻋﻠﻴﻪ ﻣﻦ ﻗﺒﻠﻬﻢ ﺇ ﻟﻤﻔﻬﻮﻡ ،TQM ﺃﻬﻤﻬﺎ: ﻟﻠﻤﺆﺴﺴﺔ ﺍﻟﺘﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﻭﺟﻬﺔ ﺍﻟﻨﻈﺮ ﺍﻟﺒﺮﻳﻄﺎﻧﻴﺔ: ﺍﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ”" ﺍﻟﻔﻠﺴﻔﺔ ﺍﻹ ﺩﺍﺭﻳﺔ ﺃﻨﻬﺎ ﻟﻬﺎ ﺗﺤﻘﻴﻖ ﻛﻞ ﻣﻦ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻤﺴﺘﻬﻠﻚ، ﻭﻛﺬﻟﻚ ﺗﺤﻘﻴﻖ ﺃﻬﺪﺍﻑ ﺍﻟﻤﺸﺮﻭﻉ ﺗﺪﺭﻙ ﻣﻦ ﺧﻼ ". ﻣﻌ ﻭﺧﻄﻮﻁ ﻋﺮﻳﻀﺔ ﻭﻣﺒﺎﺩﺉ ﺃﻤﺎ ﻭﺟﻬﺔ ﺍﻟﻨﻈﺮ ﺍ ﻷﻤﺮﻳﻜﻴﺔ ﻓﺘﻌﺮﻑ " : TQM ﺍﻟﺠﻮﺩﺓﺍﻟﺸﺎﻣﻠﺔ ﻓﻠﺴﻔﺔ ﻫﻲ ﺇﺩﺍﺭﺓ ﺗﺪﻝ ﻭﺗﺮﺷﺪﺍﻟﻤﻨﻈﻤﺔﻟﺘﺤﻘﻴﻖ ﺗﻄﻮﺭ ﻣﺴﺘﻤﺮﻭﻫﻲ ﺃﺴﺎﻟﻴﺐ ﻛﻤﻴﺔ ﺑﺎﻹ ﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﺘﻲ ﺍﻟﻤﻨﻈﻤﺔﺗﺴﻌﻰ ﻷ ﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﺍﺭﺩﺍﻟﻤﺘﺎﺣﺔﻭﻛﺬﻟﻚﺍﻟﺨﺪﻣﺎﺕ ﺑﺤﻴﺚ ﺃﻦﻛﺎﻓﺔﺍﻟﻌﻤﻠﻴﺎﺕﺩﺍﺧﻞ ﺗﺤﺴﻦ ﺍﻟﻤﺴﺘﻬﻠﻜﻴﻦﺍﻟﺤﺎﻟﻴﻴﻦﻭﺍﻟﻤﺮﺗﻘﺒﻴﻦ". ﺗﺤﻘﻖ ﺇﺷﺒﺎﻉﺣﺎﺟﺎﺕ ﻼﻝ ﺍﻟﺘﻌﺮﻳﻒ ﺍ ﻷﻮﻝ )ﻟﻤﻨﻈﻤﺔ ﺍﻟﺠﻮﺩﺓ ﻣﻦ ﻭﺟﻬﺔ ﺍﻟﻨﻈﺮ ﺍﻟﺒﺮﻳﻄﺎﻧﻴﺔ( ﻼﺣﻆ ﻣﻦ ﺧ ﻧ ﻼﻝ ﺗﻠﺒﻴﺔ ﺃﻨﻪ ﺗﻌﺮﻳﻒ ﻳﺮﻛﺰ ﻋﻠﻰ ﻛﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﺍﻟﻤﺸﺮﻭﻉ ﻭﺫﻟﻚ ﻳﺤﻤﻲ ﺍﻟﻤﻨﻈﻤﺔ ﻭﻳﻘﻮﺩﻫﺎ ﺇﻟﻰ ﺍﻟﺘﻤﻴﺰ ﻣﻦ ﺧ ﻼﻟﻪ ﺃﻬﺪﺍﻑ ﺍﻟﻤﻨﻈﻤﺔ ﺃﻮ ﺍﻟﻤﺸﺮﻭﻉ. ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻤﺴﺘﻬﻠﻚ / ﺍﻟﻤﺴﺘﻔﻴﺪ ﺍﻟﺬﻱ ﻳﺘﺤﻘﻖ ﻣﻦ ﺧ ﻭﻓﻲ ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﺜﺎﻧﻲ ) ﺍ ﻷﻤﺮﻳﻜﻲ( ﻳﺆﻜﺪ ﻋﻠﻰ ﺃﻨﻬﺎ ﻓﻠﺴﻔﺔ ﻭﻣﺒﺎﺩﺉ ﺗﻘﻮﺩ ﺇﻟﻰ ﺗﻄﻮﺭ ﻣﺴﺘﻤﺮ ﻭﺃﻦ ﻛﺎﻓﺔ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺗﺴﻌﻰ ﻟﺘﺤﻘﻴﻖ ﺣﺎﺟﺎﺕ ﺍﻟﻤﺴﺘﻬﻠﻜﻴﻦ ﺍﻟﻤﺴﺘﻔﻴﺪﻳﻦ ﺍﻟﺤﺎﻟﻴﺔ ﻭﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ. ﻭﻗﺪ ﻋﺮﻓﻬﺎ ﻛﺮﻭﺳﺒﻲ ) (Crosby ﻭﻫﻮ ﺃﺤﺪ ﺍﻟﻤﺆﺴﺴﻴﻦ ﻟﻔﻜﺮﺓ TQM ﺇﻥ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺗﻤﺜﻞ ﺍﻟﻤﻨﻬﺠﻴﺔ ﺣﻴﺚ ﺃﻨﻬﺎ ﺍﻷ ﺴﻠﻮﺏ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻀﻤﺎﻥ ﺳﻴﺮ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻬﺎ ﻣﺴﺒﻘ ﻝﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻔﻴﺰ ﺕ ﻣﻦ ﺧﻼ ﺍﻷ ﻤﺜﻞ ﺍﻟﺬﻱ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﻣﻨﻊ ﻭﺗﺠﻨﺐ ﺍﻟﻤﺸﻜﻼ ﻭﺗﺸﺠﻴﻊ ﺍﻟﺴﻠﻮﻙ ﺍﻹ ﺩﺍﺭﻱ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻷ ﻤﺜﻞ ﻓﻲ ﺍﻷ ﺪﺍﺀﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﺩﻳﺔ ﺑﻜﻔﺎﺀﺓ ﻋﺎﻟﻴﺔ. ﻭﺍﻟﺒﺸﺮﻳﺔ ﺧﻼ ﺃﻤﺎ ﻛﻞ ﻣﻦ ﺑﺮﻭﻛﺎ ﻭﺑﺮﻭﻛﺎ 2991: ﻓﻘﺪ ﻋﺮﻓﺎﻫﺎ ﺑﺄﻨﻬﺎ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲﺗﺴﺘﻄﻴﻊﻣﻦ ” ﺍﻟﺘﺸﻐﻴﻠﻲﻭﺫﻟﻚ ﻣﻦﺗﺤﺴﻴﻦ ﺍﻷ ﺪﺍﺀﺑﺸﻜﻞ ﻣﺴﺘﻤﺮﻓﻲ ﻛﺎﻓﺔ ﻣﺴﺘﻮﻳﺎﺕﺍﻟﻌﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻬﺎ ﺑﺎﻻ ﺳﺘﺨﺪﺍﻡ
ﻭﻣﻦ ﺧ ﻼﻝ ﻣﺎ ﻭﺭﺩ ﻣﻦ ﺗﻌﺎﺭﻳﻒ ﻭﻣﻔﺎﻫﻴﻢ ﺳﺎﺑﻘﺔ، ﻳﻤﻜﻦ ﻭﺻﻒ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﺄﻨﻬﺎ: ﻋﺒﺎﺭﺓ ﻋﻦ ﻓﻠﺴﻔﺔ ﻭﻣﺒﺎﺩﺉ ﺗﺴﻌﻰ ﺇﻟﻰ ﺍﻟﺘﺤﺴﻴﻦ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﻤﺴﺘﻤﺮﻳﻦ. ﺗﺤﻘﻴﻖ ﺭﺿﺎ ﺍﻟﻤﺴﺘﻬﻠﻚ ﻭﻛﺬﻟﻚ ﺗﺤﻘﻴﻖ ﺃﻬﺪﺍﻑ ﺍﻟﻤﻨﻈﻤﺔ. ﺗﺴﻌﻰ ﺇﻟﻰ ﺗﺤﻘﻴﻖ ﺍ ﻻﺳﺘﺨﺪﺍﻡ ﺍ ﻷﻤﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻟﻤﺎﺩﻳﺔ. ﻼﻝ TQM ﺗﻌﻤﻞ ﻣﻨﻈﻤﺎﺕ ﻭﻣﺆﺴﺴﺎﺕ ﺍﻟﻤﺠﺘﻤﻊ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻋﻠﻰ ﻓﻬﻢ ﺣﺎﺟﺔ ﻣﻦ ﺧ ﺍﻟﻤﺴﺘﻬﻠﻚ )ﺍﻟﻤﺴﺘﻬﺪﻑ، ﺍﻟﺰﺑﻮﻥ / ﺍﻟﻤﺮﻳﺾ ﻭﺍﻟﻤﺮﺍﺟﻊ(. ﻳﻤﻜﻦ ﺗﺤﻘﻖ ﺭﺿﺎ ﺃﻦ ﻻ ﻭﻣﻤﺎﻳﺠﺪ ﺍﻹ ﺷﺎﺭﺓ ﺇﻟﻴﻪ ﺍﻟﻤﺆﺴﺴﺔ ﺍﻟﻤﻨﻈﻤﺔ ﺃﻮ ﺃﻦ ﻻ ﺇﺫﺍ ﺛﺒﺘﺖ ﺍﻟﻘﻴﻢ ﻭﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻦ ﺗﺴﻮﺩ ” ﺍﻟﺰﺑﻮﻥﺍﻟﺪﺍﺧﻠﻲﻭﺍﻟﺨﺎﺭﺟﻲ ﺇ ﻓﻠﺴﻔﺔﻭﻣﻔﻬﻮﻡ ﻭﻣﺒﺎﺩﺉ ﺇﺩﺍﺭﺓﺍﻟﺠﻮﺩﺓﺍﻟﺸﺎﻣﻠﺔ“ﻭﻫﺬﺍ ﺟﻤﻴﻊﺃﻔﺮﺍﺩﻫﺎﻟﺘﺘﻤﻜﻦ ﻣﻦﺗﻄﺒﻴﻖ ﻳﻄﻠﻖ ﺑﺎﻟﺜﻘﺎﻓﺔﺍﻟﺘﻨﻈﻴﻤﻴﺔ. ﻋﻠﻴﻪ ﻣﺎ
ﻣﺮﺗﻜﺰﺍﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﻋﻠﻰ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﻳﻌﺪ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻣﻦ ﺃﺤﺪﺙ ﺍﻟﻤﻔﺎﻫﻴﻢ ﻷﻲ ﺇﺩﺍﺭﺓ ﺃﻦ ﺗﺘﺒﻨﺎﻫﺎ ﻣﻦ ﺃﺠﻞ ﺗﺤﻘﻴﻖ ﺃﻔﻀﻞ ﺃﺪﺍﺀ ﻣﻤﻜﻦ. ﻭﺍﻷﻔﻜﺎﺭ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻹﻧﺴﺎﻧﻲ ﺍﻟﻤﻌﺎﺻﺮ ﺗﻘﺘﺮﻥ ﺍﻷﻌﻤﺎﻝ ﻓﻲ ﺍﻟﻤﺠﺘﻤﻊ ﺃﻦ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﺗﺸﻬﺪﻫﺎ ﻣﻨﻈﻤﺎﺕ ﻛﺴﻼﺡ ﺗﻨﺎﻓﺴﻲ ﺭﺋﻴﺴﻲ ﺑﺎﻟﺠﻮﺍﻧﺐ ﺍﻟﻨﻮﻋﻴﺔ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪﻳﻦ ﺍﻟﺴﻠﻌﻲ ﻭﺍﻟﺨﺪﻣﻲ، ﻭﺗﺴﺘﺨﺪﻡ ﺍﻟﻨﻮﻋﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﺎﻹﻃﺎﺭ ﺍﻟﻔﺴﻠﻔﻲ ﻭﺍﻟﻔﻜﺮﻱ ﺍﻻﻫﺘﻤﺎﻡ ﺍﻻﺗﺠﺎﻩ، ﻭﻗﺪ ﺗﻢ ﻓﻲ ﻫﺬﺍ ﺛﻼﺙ ﻣﺮﺗﻜﺰﺍﺕ ﻫﺎﺩﻓﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﻤﺠﺎﻝ ﻭﻫﻲ: ) (TQM ﺣﻴﺚ ﺃﻦ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﻳﺆﺸﺮ 1. 2. 3. ﺗﺤﻘﻴﻖ ﺭﺿﺎ ﺍﻟﻤﺴﺘﻬﻠﻚ. ﻣﺴﺎﻫﻤﺔ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ. ﺍﺳﺘﻤﺮﺍﺭ ﺍﻟﺘﺤﺴﻦ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻓﻲ ﺍﻟﺠﻮﺩﺓ )ﺍﻟﺴﻠﻌﺔ ﺃﻮ ﺍﻟﺨﺪﻣﺔ(. ﻣﺘﻜﺎﻣﻼ ﺗﺤﻠﻴﻼ ﻫﺬﺍ ﻭﻗﺪ ﻃﺮﺡ ﺭﻳﺘﺸﺎﺭﺩ. ﻝ. ﻭﻳﻠﻴﺎﻣﺰ ﺳﺒﻌﺔ ﺃﺴﺌﻠﺔ ﺷﻜﻠﺖ ﺇﺟﺎﺑﺎﺗﻬﺎ ﺍﻹﺟﺎﺑﺎﺕ ﻋﻦ ﻣﺎ ﻃﺮﺣﻪ ﺟﺎﺑﻠﻮﻧﺴﻜﻲ، ﺳﻮﻑ ﻧﺘﻄﺮﻕ ﻟﻬﺎ ﻓﻲ ﻭﻻ ﺗﺨﺮﺝ ﻟﻤﻔﻬﻮﻡ ﺍﻟﺠﻮﺩﺓ. ﺍﻟﺨﺘﺎﻡ ﻟﺘﻘﻴﻴﻢ ﻣﻔﺎﻫﻴﻤﻨﺎ.
ﺍﻟﻨﻈﺮﺓ ﺍﻟﺸﻤﻮﻟﻴﺔ ﻭﻳﻤﻜﻦ ﺗﻠﺨﻴﺺ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﺭﻳﺘﺸﺎﺭﺩ ﻭﻟﻴﺎﻣﺰ ﻛﻤﺎ ﻳﻠﻲ: ﻓﻠﺴﻔﺔﺗﻨﻈﻴﻤﻴﺔﺗﺴﺎﻋﺪ ﻋﻠﻰﺗﺤﻘﻴﻖﺃﻌﻠﻰ ﺩﺭﺟﺔﻣﻤﻜﻨﺔﻟﺠﻮﺩﺓﺍﻟﺴﻠﻊ ﺃﻨﻬﺎ ﺃﺴﻠﻮﺏﻗﻴﺎﺩﻱﻳﻨﺸﺊ ﺍﻟﻤﻨﻈﻤﺔ، ﻭﺃﻦ ﻧﺠﺎﺣﻬﺎ ﻓﻲ ﻗﻨﺎﻋﺔ ﺃﻔﺮﺍﺩ ﺍﻟﻤﻨﻈﻤﺔ ﺑﻤﺒﺎﺩﺋﻬﺎ. ﻭﺍﻟﺨﺪﻣﺎﺕ، ﻭﺳﻌﻴﻬﺎ ﺍﻟﻰ ﺇﺩﻣﺎﺝﻓﻠﺴﻔﺘﻬﺎ ﺑﺒﻨﻴﺔ ﻭﺇﻥ ﻣﺒﺎﺩﺋﻬﺎ ﺗﻀﻴﻒ ﺑﺎﻟﻔﻌﻞ ﻗﻴﻤﺔ ﻭﺟﻮﺩﺓ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻗﺪ ﺃﺜﺒﺘﺖ ﻣﺒﺎﺩﺋﻬﺎ ﻧﺠﺎﺣ ﻣﺴﺘﻤﺮ ﻼﻝ ﺩﻣﺞ ﺗﺴﻌﻰ ﻭﺑﺼﻮﺭﺓ ﻣﺴﺘﻤﺮﺓ ﺇﻟﻰ ﺗﺤﻘﻴﻖ ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺍﻟﺨﺎﺭﺟﻲ ﻣﻦ ﺧ ﺍ ﻷﺪﻭﺍﺕ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺬﻱ ﻳﺆﺪﻱ ﺇﻟﻰ ﺧﺪﻣﺎﺕ ﻭﻣﻨﺘﺠﺎﺕ ﻋﺎﻟﻴﺔ ﺍﻟﺠﻮﺩﺓ. ﻷﻨﻬﺎ ﻭﻳﺸﻴﺮ ﺟﺎﺑﻠﻮﻧﺴﻜﻲ ﺇﻟﻰ ﺃﻦ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻛﻐﻴﺮﻩ ﻣﻦ ﺍﻟﻤﻔﺎﻫﻴﻢ ﺍ ﻹﺩﺍﺭﻳﺔ ﺍﻟﺘﻲ ﺗﺘﺒﺎﻳﻦ ﻻ ﺃﻦ ﻫﺬﺍ ﺍﻟﺘﺒﺎﻳﻦ ﻟﺰﺍﻭﻳﺔ ﺍﻟﻨﻈﺮ ﻣﻦ ﻗﺒﻞ ﻫﺬﺍ ﺍﻟﺒﺎﺣﺚ ﺃﻮ ﺫﺍﻙ ﺇ ﺑﺸﺄﻨﻪ ﺍﻟﻤﻔﺎﻫﻴﻢ ﻭﺍ ﻷﻔﻜﺎﺭ ﻭﻓﻘ ﻼ ﻓﻲ ﺍﻟﻤﻀﺎﻣﻴﻦ ﺍﻟﻬﺎﺩﻓﺔ ﺇﺫﺍ ﺃﻨﻪ ﻳﺘﻤﺤﻮﺭ ﺣﻮﻝ ﺍﻟﻬﺪﻑ ﺍﻟﺬﻱ ﺍﻟﺸﻜﻠﻲ ﻓﻲ ﺍﻟﻤﻔﺎﻫﻴﻢ ﻳﻜﺎﺩ ﻳﻜﻮﻥ ﻣﺘﻤﺎﺛ ﻼﻝ ﺗﻔﺎﻋﻞ ﻛﺎﻓﺔ ﺍ ﻷﻄﺮﺍﻑ ﺍﻟﻔﺎﻋﻠﺔ ﻓﻲ ﺗﺴﻌﻰ ﻟﺘﺤﻘﻴﻘﻪ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﺬﻱ ﻳﺘﻤﺜﻞ ﺑﺎﻟﻤﺴﺘﻬﻠﻚ ﻣﻦ ﺧ ﺍﻟﻤﻨﻈﻤﺔ. ﺇﻥ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺗﻌﻨﻲ ﺍ ﻹﺳﻬﺎﻡ ﺍﻟﻔﻌﺎﻝ ﻟﻠﻨﻈﺎﻡ ﺍ ﻹﺩﺍﺭﻱ ﻭﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﻜﺎﻓﺔ ﻋﻨﺎﺻﺮﻩ ﻓﻲ ﺗﺤﻘﻴﻖ ﺍﻟﻜﻔﺎﺀﺓ ﺍ ﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﻤﺘﺎﺣﺔ ﻣﻦ ﻣﺎﺩﺓ ﺃﻮﻟﻴﺔ ﻭﻣﻌﺪﺍﺕ ﻭﻗﻮﻯ ﺑﺸﺮﻳﺔ ﻭﻣﻌﻠﻮﻣﺎﺗﻴﺔ ﻭﺇﺩﺍﺭﺓ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻣﻌﺎﻳﻴﺮ ﻭﻣﻮﺍﺻﻔﺎﺕ . . ﺃﻠﺦ، ﺑﺤﻴﺚ ﺗﺴﻬﻢ ﺟﻤﻴﻌ ﻓﻲ ﺍﻟﺴﻌﻲ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﺬﻱ ﻳﺘﺮﻛﺰ ﻓﻲ ﺗﺤﻘﻴﻖ ﺍ ﻹﺷﺒﺎﻉ ﺍ ﻷﻤﺜﻞ ﻟﻠﻤﺴﺘﻬﻠﻚ ﺍ ﻷﺨﻴﺮ ﻣﻦ ﻼﻝ ﺗﻘﺪﻳﻢ ﺍﻟﺴﻠﻊ ﻭﺍﻟﺨﺪﻣﺎﺕ ﺑﺎﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺫﺍﺕ ﺍﻟﻨﻮﻋﻴﺔ ﺍﻟﺠﻴﺪﺓ ﻭﺍﻟﺴﻌﺮ ﺍﻟﺬﻱ ﺧ ﻼﺀﻡ ﻣﻊ ﻗﺪﺭﺍﺗﻪ ﺍﻟﺸﺮﺍﺋﻴﺔ. ﻳﺘ ﻭﻳﻤﻜﻦ ﺍﻟﺘﻌﺒﻴﺮ ﻋﻦ ﻫﺬﻩ ﺍﻟﻨﻈﺮﺓ ﺍﻟﺸﻤﻮﻟﻴﺔ ﺑﺎﻟﺸﻜﻞ ﺍﻟﺘﺎﻟﻲ ﻛﻤﺎ ﻳﻘﺘﺮﺣﻪ ﺟﺎﺑﻠﻮﻧﺴﻜﻲ:
ﻟﻴ ﺔ ﻟﻨﻤﻮﺫﺝ ﺍﻟﻨ ﻈﺮﺓ ﺍﻟﺸﻤﻮ ﺍﻟﻨﻈﺮﺓ ﺍ ﻟﺸﻤﻮﻟﻴﺔ ﻟ ﻜﻞ ﺍﻷﻄﺮﺍ TQM ﻑ ﻓﻲ ﺗ ﺤﻘﻴﻖ ﺃﻬﺪﺍ ﻓﻜﺮ ﻑ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﻋ ﻼﻗﺘﻬﺎ ﻣ ﻊ ﻣﺮﺍ ﻃﻮﻉ ﻫﺬ ﺍ ﺍﻟﻨﻤﻮﺫﺝ ﻟﻴﻄﺒ ﻊ ﺍﻟﺴﺎﺑﻖ ﻋﺎﺓ ﻖ ﺃﻦ M ﻭﺍﻟ ﺟﺎﺑﻠﻮﻧﺴﻜﻲ
ﺃﻬﺪﺍﻑ ﻭﻓﻮﺍﺋﺪ ﺗﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ TQM Objectives & Benefits ﻏﺎﻳﺔ ﺗﻄﺒﻴﻖ ﺑﺮﻧﺎﻣﺞ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﻫﺪﻓﻬﺎ ﺍﻟﺮﺋﻴﺴﻲ ﻫﻮ: ﺗﺨﻔﻴﺾﻓﻲﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﻹﻗﻼﻝﻣﻦﺍﻟﻮﻗﺖ ﻭﺍﻟﺨﺪﻣﺎﺕ ﻣﻊ ﺇﺣﺮﺍﺯ ﺍﻟﺠﻮﺩﺓ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺗﻄﻮﻳﺮ ﻭﺍﻟﻤﺮﺍﺟﻌﻴﻦﻭﻛﺴﺐ ﻭﺍﻟﻤﺴﺘﻔﻴﺪﻳﻦﺍﻟﻤﺮﺿﻰ ﺍﻟﻤﻘﺪﻣﺔﻟﻠﻌﻤﻼﺀ ﺍﻟﺨﺪﻣﺔ ﻟﺘﺤﺴﻴﻦ ﻭﺍﻟﺠﻬﺪﺍﻟﻀﺎﺋﻊ ﺭﺿﺎﺀﻫﻢ. ﻼﺙ ﻓﻮﺍﺋﺪ ﺭﺋﻴﺴﻴﺔ ﻣﻬﻤﺔ ﻫﻲ: ﻟﻠﻬﺪﻑ ﺍﻟﺮﺋﻴﺲ ﻫﺬﺍ ﺛ 1. ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ: ﺇﻥ ﺍﻟﺠﻮﺩﺓ ﺗﺘﻄﻠﺐﻋﻤﻞ ﺍﻷ ﺸﻴﺎﺀ ﺍﻟﺼﺤﻴﺤﺔﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺼﺤﻴﺤﺔﻣﻦ ﺃﻮﻝ ﻣﺮﺓ ﻭﻛﻞ ﻣﺮﻩ ﻭﻫﺬﺍ ﻳﻌﻨﻲ ﺗﻘﻠﻴﻞ ﺍ ﻷﺸﻴﺎﺀ ﺍﻟﺘﺎﻟﻔﺔ ﺃﻮ ﺇﻋﺎﺩﺓ ﺇﻧﺠﺎﺯﻫﺎ ﻭﺑﺎﻟﺘﺎﻟﻲ ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ. 2. ﻹﻧﺠﺎﺯ ﻣﻬﻤﺔ ﺃﻮ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻴﻞ / ﺍﻟﻤﺴﺘﻔﻴﺪ ﻭﻓﻖ ﺍ ﻻﻫﺪﺍﻑ ﻭﺍ ﻻﺟﺮﺍﺀﺍﺕ ﻼﺯﻡ ﺗﻘﻠﻴﻞ ﺍﻟﻮﻗﺖ ﺍﻟ ﻼﺀ ﺍﻟﺴﻠﺒﻴﺔ. ﺍﻟﻤﻌﺘﻤﺪﺓ، ﻓﻜﻠﻤﺎ ﻃﺎﻝ ﺍﻟﻮﻗﺖ ﺯﺍﺩ ﺍﻟﺠﻬﺪ ﻭﻗﻠﺖ ﺍﻟﻔﺎﺋﺪﺓ ﻭﺗﺰﺍﻳﺪﺕ ﺭﺩﻭﺩ ﻓﻌﻞ ﺍﻟﻌﻤ ﻼﺀ ﻭﺍﻟﻨﺴﺘﻔﻴﺪﻳﻦ ﻭﺣﺎﺣﺘﻬﻢ ، ﺫﻟﻚ 3. ﺗﺤﻘﻴﻖ ﺍﻟﺠﻮﺩﺓ: ﻭﺫﻟﻚ ﺑﺘﻄﻮﻳﺮ ﺍﻟﻤﻨﺘﺠﺎﺕ ﻭﺍﻟﺨﺪﻣﺎﺕ ﺣﺴﺐ ﺭﻏﺒﺔ ﺍﻟﻌﻤ ﻷﺪﺍﺀ ﻭﺇﻧﺠﺎﺯ ﺍﻟﻤﻬﺎﻡ ﻭﺯﻳﺎﺩﺓ ﺃﻌﻤﺎﻝ ﺍﻟﻤﺮﺍﻗﺒﺔ ﻭﺑﺎﻟﺘﺎﻟﻲ ﻷﻦ ﻋﺪﻡ ﺍ ﻹﻫﺘﻤﺎﻡ ﺑﺎﻟﺠﻮﺩﺓ ﻳﺆﺪﻱ ﻟﺰﻳﺎﺩﺓ ﺍﻟﻮﻗﺖ ﻼ ﻋﻦ ﺯﻳﺎﺩﺓ ﺷﻜﺎﻭﻱ ﺍﻟﻤﺴﺘﻔﻴﺪﻳﻦ ﻣﻦ ﻫﺬﻩ ﺍﻟﺨﺪﻣﺎﺕ ﻭﺗﺮﺩﻱ ﺍﻭﺿﺎﻋﻬﻢ ﺍﻟﺼﺤﻴﺔ ﻓﺘﺮﺩﻱ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻟﻮﻃﻨﻲ، ﻓﻀ ﺍﻟﻤﺤﺎﺳﺒﺔ ﻭﺍﻟﻌﻘﻮﺑﺎﺕ ﺩﻧﻴﺎ ﻭآﺨﺮﻩ. ﻭﻫﻨﺎﻙ ﻓﻮﺍﺋﺪ ﺃﺨﺮﻯ ﺩﺍﻋﻤﺔ ﻋﺪﻳﺪﺓ: ﺍﻟﺜﻘﺔ -ﺍﻟﺬﺍﺗﻴﺔ ﻟﻤﻘﺪﻡ ﺍﻟﺨﺪﻣﺔ ﻣﻮﻇﻒ ﻭﺟﻬﺔ، ﺗﻌﺰﻳﺰ ﺛﻘﺔ ﺍﻟﻤﺴﺘﻔﻴﺪ، ﺗﺤﺴﻴﻦ ﺍﻟﻤﺨﺮﺟﺎﺕ، ﻼﺕ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ ﺍﻭﻝ ﺑﺎﻭﻝ، ﺗﻌﻠﻢ ﺯﻳﺎﺩﺓ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﺘﻌﺎﻭﻥ، ﺗﻌﻠﻢ ﻭﺗﻌﺰﻳﺰ ﺍﻟﺘﻨﻈﻴﻢ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺗﺤﻠﻴﻞ ﺍﻟﻤﺸﻜ ﻻ ﺍﻟﻤﺸﺎﻋﺮ، ﺍﻟﺘﺪﺭﻳﺐ، ﺗﻘﻠﻴﻞ ﺍﻟﺠﻬﺪ ﻭﺗﻔﺎﺩﻱ ﺍﻟﺘﻜﺮﺍﺭ، ﺗﻔﺎﺩﻱ ﺍﻟﺨﺴﺎﺋﺮ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺼﺎﺋﺐ ﻭﻓﻖ ﺍﻟﺤﻘﺎﺋﻖ ﻼﺕ ﻭﺗﺤﻘﻴﻖ ﺍ ﻻﻫﺪﺍﻑ ﻓﺎ ﻻﺭﺑﺎﺡ ﻭﺍﻟﻔﻮﺍﺋﺪ ﻟﻠﺬﺍﺕ ﺩﻧﻴﺎ ﻭآﺨﺮﻩ، ﻭﻟﻠﻤﺴﺘﻔﻴﺪ ﻓﺮﻓﺎﻫﻴﺔ ﺍﻟﻮﻃﻦ. ﻭﺍﻟﻤﺸﻜ 44 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺴﺒﻌﺔ ﻟﻠﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﻟﻬﻴﺌﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ ﻣﺒــﺪﺃ 1: ﺇﻥ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻳﺘﻄﻠﺐ ﺍ ﻻﻟﺘﺰﺍﻡ ﺍﻟﺜﺎﺑﺖ ﻭﺍﻟﻮﻃﻴﺪ ﻣﻦ ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ. ﻼﺀ ﺃﻨﻪ ﻳﺘﻮﺟﺐ ﻋﻠﻰ ﻛﻞ ﻓﺮﺩ ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻣﻄﺎﻟﺒﻮﻥ ﺑﺄﻦ ﻳﺒﻴﻨﻮﺍ ﺑﺠ ﻓﻲ ﺍﻟﻤﻨﺸﺄﺔ ﺍ ﻻﻟﺘﺰﺍﻡ ﺷﺨﺼﻴﺎ ﺑﺎﻟﺠﻮﺩﺓ. ﻭﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺴﺎﻭﺭ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﺍﻟﺸﻚ ﻋﻨﺪﻣﺎ ﻳﺴﻤﻌﻮﻥ ﺍ ﻹﺩﺍﺭﺓ ﺗﻌﻠﻦ ﺃﻨﻬﺎ ﻣﻠﺘﺰﻣﺔ ﺑﺎﻟﺠﻮﺩﺓ. ﻟﺬﺍ ﻋﻠﻰ ﺍ ﻹﺩﺍﺭﺓ ﺃﻦ ﺗﻌﻨﻲ ﻣﺎ ﺗﻘﻮﻝ ﻭﺗﻌﻜﺲ ﺍﻟﺘﺰﺍﻣﻬﺎ ﻼﻝ ﺍﻟﻔﻠﺴﻔﺔ ﺍﻟﻤﻌﻠﻨﺔ ﻟﻠﺸﺮﻛﺔ ﻭﺃﻬﺪﺍﻓﻬﺎ ﻭﻟﻮﺍﺋﺤﻬﺎ ﻭﺃﻮﻟﻮﻳﺎﺗﻬﺎ ﻭﺳﻠﻮﻛﻴﺎﺕ ﺍ ﻹﺩﺍﺭﺓ ﺑﺎﻟﺠﻮﺩﺓ ﻣﻦ ﺧ ﻓﻴﻬﺎ. ﻭﻫﺬ ﺧﻄﻮﺍﺕ ﺗﺤﻘﻴﻘﻬﺎ: 54 ﺑﺎﺍﻟﺠﻮﺩﺓ ﺍﻟﻌﻼﻗﺔ ﺫﺍﺕ ﻭﺃﻬﺪﺍﻓﻬﺎ ﻭﻣﺒﺎﺩﺋﻬﺎ ﺍﻟﻤﻨﺸﺄﺔ ﻟﻔﻠﺴﻔﺔ ﻭﺍﺿﺤﺔ ﺭﺅﻴﺎ ﻭﻧﺸﺮ ﻭﺿﻊ · ﺍﻟﻤﺴﺆﻮﻟﻴﺎﺕ ﺗﺤﺪﻳﺪ ﺃﻮ ﻭﺗﻌﺮﻳﻒ ﺍﻷﻬﺪﺍﻑ ﻟﺨﺪﻣﺔ ﺍﻟﻼﺯﻣﺔ ﺍﻟﻤﻮﺍﺭﺩ ﻭﺗﻮﻇﻴﻒ ﺗﻮﻓﻴﺮ · ﻣﺒﺎﺩﺭﺍﺕ ﻷﻲ ﺍﻟﺘﻘﺪﻡ ﻭﻣﺘﺎﺑﻌﺔ ﺑﺎﻟﺠﻮﺩﺓ ﺍﻟﻤﺘﻌﻠﻘﺔ ﻭﺍﻟﻤﺴﺎﺋﻞ ﺍﻟﻘﻀﺎﻳﺎ ﻟﺘﻌﻠﻢ ﺍﻟﻮﻗﺖ ﺍﺳﺘﺜﻤﺎﺭ · ﺍﻟﻌﻤﻼﺀ ﻭﺑﻴﻦ ﻭﺣﺪﺍﺗﻬﺎ ﻭ ﺇﺩﺍﺭﺍﺗﻬﺎ ﺑﻴﻦ ﻭﻓﻴﻤﺎ ﻭﺍﻟﻤﻮﻇﻔﻴﻦ، ﺍﻟﻤﺪﻳﺮﻳﻦ ﺑﻴﻦ ﺍﻟﺘﻮﺍﺻﻞ ﺗﺸﺠﻴﻊ · · ﺃﻦ ﺗﻜﻮﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺍﻟﻘﺪﻭﺓ ﺍﻟﺠﻴﺪﺓ ﻓﻲ ﺍﻷﻘﻮﺍﻝ ﻭﺍﻷﻔﻌﺎﻝ. ﻣﺒــﺪﺃ 2: ﺍﻋﺘﺒﺎﺭ ﺍﻟﺠﻮﺩﺓ ﻗﻀﻴﺔ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ: ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﺃﻬﺪﺍﻓﻬﺎ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺗﻬﺎ، ﻭﺍﻫﺘﻤﺎﻡ ﺇﺩﺍﺭﺓ ﻳﺠﺐ ﺃﻦ ﺗﻜﻮﻥ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺃﻲ ﻣﻨﺸﺄﺔ ﺟﺰﺀﺍ ﻸﻬﺪﺍﻑ ﺍ ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍ ﻷﺨﺮﻯ. ﻭﻳﺠﺐ ﺍﻟﻤﻨﺸﺄﺔ ﺑﺎﻟﺠﻮﺩﺓ ﻳﺠﺐ ﺃﻦ ﻳﻜﻮﻥ ﺛﺎﺑﺘﺎ ﻭﺩﺍﻋﻤﺎ ﻟ ﺃﻦ ﻳﺮﻯ ﻭﻳﻨﻌﻜﺲ ﻫﺬﺍ ﺍ ﻻﻫﺘﻤﺎﻡ ﻓﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺗﻤﺎﺭﺱ ﻓﻴﻬﺎ ﺍ ﻷﻌﻤﺎﻝ ﻓﻲ ﺍﻟﻤﻨﺸﺄﺔ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﻭﺿﻊ ﺍﻟﺨﻄﻂ ﻭﺍﻟﻤﻴﺰﺍﻧﻴﺎﺕ ﺍﻟﺘﻘﺪﻳﺮﻳﺔ. ﻣﺒـﺪﺃ 3: ﺍﻟﻤﻮﻇﻔﻮﻥ ﻫﻢ ﺍ ﻷﺴﺎﺱ ﻟﺘﺤﻘﻴﻖ ﺟﻮﺩﺓ ﺛﺎﺑﺘﺔ ﻭﻣﺴﺘﻤﺮﺓ: ﺇﻥ ﺍ ﻷﺴﻠﻮﺏ ﺍﻟﻘﻴﺎﺩﻱ ﺍﻟﻔﻌﺎﻝ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻳﺘﺒﻌﻪ ﻓﻠﺴﻔﺔ ﺇﻧﺴﺎﻧﻴﺔ ﺍﻟﺘﻮﺟﻪ ﻭﺍﻟﺘﺰﺍﻣﺎ ﻗﻮﻳﺎ ﻟﻠﺠﻮﺩﺓ ﻸﻔﺮﺍﺩ ﺳﻴﻨﺘﻘﻞ ﺃﺜﺮﻫﺎ ﺍﻟﺴﻠﺒﻲ ﻋﻠﻰ ﺟﻮﺩﺓ ﺍﻟﺨﺪﻣﺔ ﺍﻟﺘﻲ ﻳﻘﺪﻣﻬﺎ ﻭﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻀﻌﻴﻔﺔ ﻟ 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ ﻼﺀ ﺍ ﻷﻔﺮﺍﺩ ﺃﺜﻨﺎﺀ ﺗﻌﺎﻣﻠﻬﻢ ﻭﺗﻔﺎﻋﻠﻬﻢ ﻣﻊ ﺍﻟﻌﻤ ﻫﺆ 9002ﻡ
ﺗﺎﺑﻊ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺴﺒﻌﺔ ﻣﺒـﺪﺃ 4: ﺗﺤﺪﻳﺪ ﻣﻌﺎﻳﻴﺮ ﻭﻣﻘﺎﻳﻴﺲ ﻟﻠﺠﻮﺩﺓ ﻭﻓﻖ ﻣﺘﻄﻠﺒﺎﺕ ﻭﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ/ ﺍﻟﻤﺴﺘﻬﺪﻑ ﻻ ﺗﺴﺘﻄﻴﻊ ﺇﻥ ﻭﺟﻮﺩ ﻣﻌﺎﻳﻴﺮ ﺻﺮﻳﺢ ﻟﻠﺠﻮﺩﺓ ﻟﻐﺎﻳﺎﺕ ﺍ ﻷﺪﺍﺀ ﻳﻌﺪ ﺃﻤﺮﺍ ﺟﻮﻫﺮﻳﺎ ﻓﺎﻟﺠﻮﺩﺓ ﺫﺍﺕ ﻣﻔﻬﻮﻡ ﻣﻌﻘﺪ ﻭ ﻼﺣﻆ ﺃﻦ ﻟﺪﻯ ﻣﺠﻤﻮﻋﺔ ﻭﺍﺣﺪﺓ ﻣﻦ ﺍﻟﺼﻔﺎﺕ ﺃﻦ ﺗﻨﻔﺮﺩ ﻓﻲ ﺇﻋﻄﺎﺀ ﺗﻌﺮﻳﻒ ﻟﺠﻮﺩﺓ ﺍﻟﺴﻠﻊ ﻭﺍﻟﺨﺪﻣﺎﺕ. ﻭﻳ ﻼﺀ ﻟﺪﻳﻬﻢ ﺗﻌﺮﻳﻔﺎ ﺧﺎﺻﺎ ﺑﻬﻢ ﻟﻠﺠﻮﺩﺓ ﻭﺗﻌﺮﻳﻔﻬﻢ ﻫﺬﺍ ﻳﺠﻤﻊ ﻋﺪﺓ ﺻﻔﺎﺕ ﻟﻠﺴﻠﻌﺔ ﺃﻮ ﺍﻟﺨﺪﻣﺔ ﺗﺨﺘﻠﻒ ﺍﻟﻌﻤ ﻼﻑ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﻟﺼﻨﺎﻋﺎﺕ. ﻭﺃﻲ ﺗﻌﺮﻳﻒ ﻟﻠﺴﻠﻌﺔ ﺃﻮ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻴﻞ ﺗﻀﻌﻪ ﺍﻟﺸﺮﻛﺔ ﻳﺠﺐ ﺃﻦ ﻳﺄﺨﺬ ﻓﻲ ﺑﺎﺧﺘ ﺍﻟﺤﺴﺒﺎﻥ ﺍ ﻷﺴﺲ ﺍﻟﺘﻲ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﻟﻌﻤﻴﻞ ﻓﻲ ﺗﻘﻴﻴﻢ ﻫﺬﻩ ﺍﻟﺴﻠﻌﺔ ﺃﻮ ﺍﻟﺨﺪﻣﺔ. ﻭﺃﻲ ﺗﻌﺮﻳﻒ ﺗﻀﻌﻪ ﺍﻟﺸﺮﻛﺔ ﻟﺠﻮﺩﺓ ﺳﻠﻌﺔ ﺃﻮ ﺧﺪﻣﺔ ﻣﻌﻴﻨﺔ ﻳﺠﺐ ﺃﻦ ﻳﺄﺨﺬ ﻓﻲ ﺍﻟﺤﺴﺒﺎﻥ ﺍ ﻷﺴﺲ ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺘﻲ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﻟﻌﻤﻴﻞ ﻓﻲ ﺗﻘﻴﻴﻢ ﻫﺬﻩ ﺍﻟﺴﻠﻊ ﻭﺍﻟﺨﺪﻣﺎﺕ. ﺇﺩﺭﺍﻙ ﺍﻟﻌﻤﻴﻞ ﺍﻟﺤﺴﻲ ﻟﻘﻴﻤﺔ ﺳﻠﻌﺔ ﺃﻮ ﺧﺪﻣﺔ ﻣﻌﻴﻨﺔ ﻳﻨﻄﻠﻖ ﻣﻦ ﻣﻔﻬﻮﻡ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻬﺎ ﻭﺍﻟﺘﻲ ﻳﺘﻢ ﺣﺴﺎﺑﻬﺎ ﺍﻟﺴﻌﺮ. = ﺍﻟﺠﻮﺩﺓ = ﺍﻟﻘﻴﻤﺔ ﻛﺎﻟﺘﺎﻟﻲ: ﻣﺒـﺪﺃ 5: ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﺮﺍﻣﺞ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ: ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﺮﺍﻣﺞ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻤﺴﺘﺨﺪﻣﺔ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﻲ ﻣﻦ ﺑﻴﻨﻬﺎ ﺍﻟﻤﺮﺍﻗﺒﺔ ﺍ ﻹﺣﺼﺎﺋﻴﺔ ﻟﻠﺠﻮﺩﺓ ، ﻓﺮﻕ ﺍﻟﺠﻮﺩﺓ ، ﺃﻨﻈﻤﺔ ﺍ ﻻﻗﺘﺮﺍﺣﺎﺕ ، ﻣﺸﺎﺭﻳﻊ ﺟﻮﺩﺓ ﺑﻴﺌﺔ/ﺣﻴﺎﺓ ﺍﻟﻌﻤﻞ ،ﺍ ﻷﺘﻤﺘﺔ، ﺍﻟﺘﺼﻤﻴﻢ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺤﺎﺳﺐ ، ﺍﻟﺘﺼﻨﻴﻊ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺤﺎﺳﺐ ، ﺗﺤﺴﻴﻦ ﺗﺼﻤﻴﻢ ﺍﻟﻤﻨﺘﺞ ، ﺍﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﻨﺎﻓﺴﺔ ﻭﺗﺪﺭﻳﺐ ﺍﻟﻤﻮﻇﻔﻴﻦ. ﻭﺗﻌﺘﺮﻑ ﻻ ﻳﻮﺟﺪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ ﺃﻨﻬﺎ ﺗﺴﺘﺨﺪﻡ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺎﺕ ﻭﺍ ﻷﺪﻭﺍﺕ. ﻭﺍﻟﻘﺎﻋﺪﺓ ﺍ ﻷﺴﺎﺳﻴﺔ ﻫﻮ ﺃﻨﻪ ﻼﺋﻢ ﺍﺳﺘﺨﺪﺍﻣﻪ ﻛﻞ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻓﻲ ﻛﻞ ﺍﻟﻤﻮﺍﻗﻒ. ﺃﺴﻠﻮﺏ ﻭﺍﺣﺪﺍ ﻳ 64 ﻣﺒـﺪﺃ 6: ﺗﺄﺜﻴﺮ ﺟﻤﻴﻊ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﺑﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ، ﻟﺬﺍ ﻳﻌﺘﺒﺮ ﻋﻤﻞ ﺍﻟﺠﻤﺎﻋﻲ ﺃﻤﺮﺍ ﺣﻴﻮﻳﺎ. ﻻ ﺗﻨﺘﻬﻲ. ﻣﺒـﺪﺃ 7: ﺍﻟﺠﻮﺩﺓ ﻫﻲ ﻋﻤﻠﻴﺔ ﻭﺍﻟﺘﻘﺪﻡ ﻓﻲ ﻣﻀﻤﺎﺭ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻳﺘﻄﻠﺐ ﺍﻟﺼﺒﺮ ﻭﺍﻟﻌﻤﻞ ﺍﻟﺸﺎﻕ ﺍﻟﺪﺀﻭﺏ ﻭﺍ ﻻﻟﺘﺰﺍﻡ 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ ﻭﺍ ﻻﻧﻀﺒﺎﻃﻴﺔ. 9002ﻡ
ﺃﺒﺮﺯ ﺍﻟﻨﻈﺮﻳﺎﺕ ﻭﺍﻷﻨﻤﺎﻁ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻣﻜﺎﻧﺔ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺑﻬﺎ Most Common Management Theories & The Place of TQM ﺍﻟﺘﻘﻠﻴﺪﻳﺔ Classic ﺍﻷﻬﺪﺍﻑ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻤﻴﺔ – ﺍﻟﻌﻤﻠﻴﺔ Scientific-Pragmatic ﺍﻻﺳﺘﺒﺪﺍﺩﻳﺔ Totalitarianism Dictatorship Authoritarianism ﺍﻟﺒﻴﺮﻭﻗﺮﺍﻃﻴﺔ: ﺍﻟﻤﺮﻛﺰﻳﺔ ﺍﻟﺸﺪﻳﺪﺓ Bureaucracy ﺍﻹﺩﺍﺭﺓ ﺑﺎﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﻻﺗﻮﻗﺮﺍﻃﻴﺔ Autocracy Autocratic ﺍﻹﻧﺴﺎﻧﻴﺔ ; Humanitarian ﺗﻌﻄﻲ ﺍﻟﻤﻮﻇﻒ ﻭﺍﻟﻤﺴﺘﻔﻴﺪ ﻛﺎﻣﻞ ﺩﻭﺭﻩ ﻭﺣﻘﻮﻗﻪ ﺍﻟﺪﻳﻤﻘﺮﺍﻃﻴﺔ Democracy ﻭﻫﻲ ﻣﺘﻌﺪﺩﺓ ﺃﺪﻧﺎﻩ ﻣﺜﻞ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺃﻘﺼﺎﻫﺎ ﺗﺤﺮﺭ ﻛﺎﻣﻞ ﺇﻟﻰ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺬﺍﺗﻴﺔ ﺍﻭ ﺍﻟﻤﻌﺘﻤﺪ ﻛﻠﻴﺎ ﻋﻠﻰ ﺍﻵﺨﺮﻳﻦ Assertive Feelings ﻭﺃﺨﺮﻯ ﺃﻬﻢ: ﺍﻟﺬﺍﺗﻴﺔ، ﺍﻟﻤﻌﺘﻤﺪﺓ ﻋﻠﻰ ﺃﺤﺎﺳﻴﺲ ﻭﻣﺸﺎﻋﺮ ﺍﻹﺳﻼﻣﻴﺔ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﻣﻊ ﻣﺎ ﺳﺒﻖ. ﺍﻷﻨﻤﺎﻁ . . . Centred ﻭﻣﺎ ﻫﻲ 74 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﺼﻮﻳﺮ ﺍﻻﺷﻌﺎﻋﻲ ﺍﻟﻄﺒﻲ HEALTH CARE TOTAL QUALITY MANAGEMENT HCTQM RTTQM 84 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺗﻌﺎﺭﻳﻒ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﻤﺸﻲ ﻣﻊ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍ ﻷﺪﺍﺀ ﺍﻟﺼﺤﻴﺢ، ﺑﻄﺮﻳﻘﺔ آﻤﻨﺔ ﻣﻘﺒﻮﻟﺔ ﻣﻦ ﺍﻟﻤﺠﺘﻤﻊ، ﻭﺑﺘﻜﻠﻔﺔ ﻣﻘﺒﻮﻟﺔ، ﺑﺤﻴﺚ ﺗﺆﺪﻱ ﺇﻟﻰ ﺇﺣﺪﺍﺙ ﺗﺄﺜﻴﺮ ﻋﻠﻰ ﻣﻌﺪ ﻻﺕ ﺍﻟﻤﺮﺍﺿﺔ ﻭﻧﺴﺒﺔ ﺍﻟﻮﻓﻴﺎﺕ ﺗﻄﺒﻴﻖ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻄﺒﻴﺔ ﻟﺘﺤﻘﻴﻖ ﺃﻘﺼﻰ ﺍﺳﺘﻔﺎﺩﺓ ﻟﻠﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ، ﺩﻭﻥ ﺯﻳﺎﺩﺓ ﺍﻟﺘﻌﺮﺽ ﻟﻠﻤﺨﺎﻃﺮ، ﻭﻋﻠﻰ ﻫﺬﺍ ﺍ ﻷﺴﺎﺱ ﻓﺎﻥ ﺩﺭﺟﺔ ﺍﻟﺠﻮﺩﺓ ﺗﺤﺪﺩ ﺑﻤﺪﻯ ﺃﻔﻀﻞ ﻣﻮﺍﺯﻧﺔ ﺑﻴﻦ ﺍﻟﻤﺨﺎﻃﺮ )ﺩﻭﻧﺎ ﺑﻴﺪﻳﺎﻥ 0891( ﻭﺍﻟﻔﻮﺍﺋﺪ”. ﺩﺭﺟﺔ ﺍ ﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺤﺎﻟﻴﺔ ﻭﺍﻟﻤﺘﻔﻖ ﻋﻠﻴﻬﺎ ﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺗﺤﺪﻳﺪ ﻣﺴﺘﻮﻯ ﺟﻴﺪ ﻣﻦ ﺍﻟﻤﻤﺎﺭﺳﺔ ﻭﻣﻌﺮﻓﺔ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻤﺘﻮﻗﻌﺔ ﻟﺨﺪﻣﺔ ﺃﻮ ﺇﺟﺮﺍﺀ ﺃﻮ ﺗﺸﺨﻴﺺ ﻣﺸﻜﻠﺔ ﻃﺒﻴﺔ ﻣﻌﻴﻨﺔ". )ﺍﻟﻬﻴﺌﺔ ﺍ ﻷﻤﺮﻳﻜﻴﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺍ ﻻﻋﺘﻤﺎﺩ( ﻭﺍﻟﺘﻌﺮﻳﻒ ﺍ ﻻﻣﺜﻞ ﻟﻜﻢ ﻫﻮ: ”ﺍﻟﺘﺼﻮﻳﺮ ﺍﻻﺷﻌﺎﻋﻲ ﺍﻟﺼﺤﻴﺢ ﻣﻦ ﺃﻮﻝ ﻣﺮﺓ، ﻛﻞ ﻣﺮﻩ، ﻭﻋﻠﻰ ﺍﻟﺪﻭﺍﻡ“ Do Right “X–Ray & all related Radiation Imaging” First Time, Every Time & Forever
ﺗﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻋﺸﺮ ﻧﻘﺎﻁ ﻣﺴﺘﻮﺣﺎﺓ ﻣﻦ ﻧﻈﺮﻳﺎﺕ ﺭ ﺍﺩ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺗﻨﺎﺳﺐ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ: 1. ﺗﺤﺘﺎﺝ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻟﺘﻌﺮﻳﻒ ﻟﻠﺠﻮﺩﺓ ﺃﻮﺳﻊ ﻭﺃﺸﻤﻞ ﻣﻦ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍ ﻹﻧﺘﺎﺟﻴﺔ 2. ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺔ ﺍﻟﺼﺤﻴﺔ ﻫﻲ ﺍﻟﻤﺤ ﻙ ﺍﻟﺮﺋﻴﺲ ﻟﺘﻄﺒﻴﻖ ﺍﻟﺠﻮﺩﺓ. 3. ﺍ ﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﺜﻴﺮﺓ ﺍﻟﻤﺘﻮﻓﺮﺓ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺗﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻟﺘﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ. ﺍﺳﺘﺨﺪﺍﻡ ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﻭﻭﺳﺎﺋﻞ ﺗﺤﺴﻴﻦ 4. ﺇ ﻭﻭﺿﻊ ﻭﺍ ﻟﻮﺍﺋﺢ ﺍﻟﻔﺤﺺ ﺗﻌﺘﺒﺮ ﻹﻃ ﺍ ﻷﺪﺍﺀ ﻣﺜﻞ: ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍﻟﺘﺪﻗﻴﻖ ﻼﻉ ﻋﻠﻰ ﺍﻟﺘﺠﺎﺭﺏ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﻌﻠﻤﻲ ﻟﻠﻌﻤﻞ. . . ﻛﻠﻬﺎ ﺃﺸﻴﺎﺀ ﺃﺴﺎﺳﻴﺔ ﻟﺘﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺔ ﺍﻟﺼﺤﻴﺔ.
5. ﻫﻨﺎﻙ ﺩﻭﺭ ﻫﺎﻡ ﻟﻔﺮﻕ ﺍﻟﻌﻤﻞ ﻋﻨﺪ ﺍﻟﺒﺪﺀ ﺑﺘﻄﺒﻴﻖ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺍ ﻹﺩﺍﺭﻱ، ﻣﻦ ﺃﺠﻞ ﻓﻬﻢ ﻼﺯﻣﺔ ﻟﺘﺒﺴﻴﻂ ﺍ ﻹﺟﺮﺍﺀﺍﺕ ﻭﺗﺤﻘﻴﻖ ﻼﻗﺎﺕ ﺑﻴﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺗﻮﺿﻴﺢ ﺍﻟﺘﻐﻴﺮﺍﺕ ﺍﻟ ﺍﻟﻌ ﺍﻟﻬﺪﻑ ﻣﻦ ﺍﻟﻌﻤﻞ ﺑﺄﺒﺴﻂ ﻃﺮﻳﻘﺔ ﻣﻤﻜﻨﺔ. ﻼﺕ 6. ﺗﺴﺎﻋﺪ ﻭﺳﺎﺋﻞ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻋﻠﻰ ﺗﺤﺪﻳﺪ ﺍﻟﻤﺸﻜ ﻭﺗﺴﺎﻋﺪ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻠﻴﻞ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﻓﻬﻤﻬﺎ ﻣﻤﺎ ﻳﺠﻌﻞ ﺍ ﻷﺪﺍﺀ ﺃﻔﻀﻞ. 7. ﺿﺮﻭﺭﺓ ﺇﺷﺮﺍﻙ ﺍ ﻷﻄﺒﺎﺀ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﺴﻴﻦ ﺭﻏﻢ ﺍﻧﺸﻐﺎﻟﻬﻢ ﻓﻲ ﻋﻤﻠﻬﻢ ﺍﻟﺘﺨﺼﺼﻲ ﻷﻬﻤﻴﺔ ﺩﻭﺭﻫﻢ ﺍﻟﻤﺒﺎﺷﺮ ﻓﻲ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺔ ﺍﻟﺼﺤﻴﺔ. 8. ﻋﺪﻡ ﺇﻫﻤﺎﻝ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﻨﺎﺗﺠﺔ ﻋﻦ ﺗﺪﻧﻲ ﻣﺴﺘﻮﻯ ﺍﻟﺠﻮﺩﺓ ﺃﻮ ﻏﻴﺎﺑﻬﺎ )ﻛﺎﻟﻬﺪﺭ ﻭﺇﻋﺎﺩﺓ ﺍﻟﻌﻤﻞ ﻭﻋﺪﻡ ﺍﻟﻤﻮﺛﻮﻗﻴﺔ ﻭﺗﻌﻘﻴﺪ ﺍ ﻹﺟﺮﺍﺀﺍﺕ ﻭﺗﺪﺍﺧﻞ ﺍﻟﻤﻬﺎﻡ( ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻮﻓﺮ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺗﻄﺒﻴﻖ ﺑﺮﺍﻣﺞ ﺍﻟﺠﻮﺩﺓ. 9. ﺍﻟﺘﺄﻜﻴﺪ ﻋﻠﻰ ﺃﻬﻤﻴﺔ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻜﺎﻓﺔ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﻓﺮﻕ ﺍﻟﻌﻤﻞ. ﺍ ﻻﻫﺘﻤﺎﻡ ﺑﺘﺤﺴﻴﻦ ﺍ ﻹﺟﺮﺍﺀﺍﺕ 01. ﻓﻲ ﺍ ﻷﻤﻮﺭ ﺍ ﻷﺨﺮﻯ. ﺍ ﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺑﺸﻜﻞ ﻣﺘﺰﺍﻣﻦ ﻣﻊ ﺍﻟﺘﺤﺴﻴﻦ
ﺍﻷﺒﻌﺎﺩ ﺍﻷﺴﺎﺳﻴﺔ ﻟﻠﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ”ﺍﻻﺷﻌﺎﻋﻴﺔ “ ﺍﻟﺼﺤﻴﺔ HCTQM the Cc. RTQM Dimensions Organizations should be aware that there are many different aspects to quality; As being the most important, has selected 8 major HCTQM Dimensions have being : selected 1. ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺸﺎﻣﻠﺔ: ﻣﻌﺮﻓﻴﺔ، ﻓﻜﺮ ﻭﺗﻔﻜﻴﺮ ﻭﻣﺸﺎﻋﺮ ﻭﺃﺤﺎﺳﻴﺲ ﺃﺨﻼﻗﻴﺎﺕ ﻓﻤﻬﺎﺭﺍﺕ ﻓﻨﻴﺔ 1. Competence – providers have the necessary skills, attitudes and knowledge 2. ﺍﻟﻘﺎﺑﻠﻴﺔ ﻭﺍﻟﺘﻘﺒﻞ: ﺗﻘﺎﺱ ﺑﻤﺪﻯ ﺭﺿﺎ ﺍﻟﻤﺮﺍﺟﻊ ﻓﻲ ﺗﺤﻘﻴﻖ ﺗﻄﻠﻌﺎﺗﻪ 2. Acceptability – meeting clients expectations 3. ﺍﻟﻔﺎﻋﻠﻴﺔ : ﺍﻟﻰ ﺃﻲ ﺣﺪ ﺗﺤﻘﻘﺖ ﺍﻻﻫﺪﺍﻑ ﻭﺣﺎﺟﺎﺕ ﻭﺭﻏﺒﺎﺕ ﺍﻟﻤﺮﺍﺟﻊ 3. Effectiveness – extent to which intervention achieves desired outcome 4. ﺍﻟﻤﻼﺀﺓ: ﻟﻠﻤﺮﺍﺟﻊ ﻭﻓﻖ ﻣﻌﺎﻳﻴﺮ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ 4. Appropriateness – relevant to client and based on established standards 5. ﺍﻟﻜﻔﺎﻳﺔ: ﻛﻔﺎﻳﺔ ﻣﺎﺩﻳﺔ ﻭﻣﻮﺍﺭﺩ ، ﻭﺗﻘﺪﺭ ﻭﺗﻘﺎﺱ ﺍﻟﺘﻜﻠﻔﺔ ﻣﻘﺎﺭﻧﺔ ﺑﻌﺪﻡ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﺠﻮﺩﺓ 5. Efficiency – cost-effective use of resources 5. ﺍﻟﻴﺴﺮ ﻭﺍﻟﺴﻬﻮﻟﺔ: ﺧﺪﻣﺔ ﻣﺘﻮﻓﺮﺓ ﻓﻲ ﺍﻟﻤﻜﺎﻥ ﻭﺍﻟﻮﻗﺖ ﺍﻟﻤﻼﺋﻢ ﻟﻠﻤﺮﺍﺟﻊ، ﻓﻲ ﻣﺘﻨﺎﻭﻝ ﺍﻟﻤﺮﺍﺟﻊ . 6. Accessibility – service provided at right time, place etc 6. ﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ: ﻫﻞ ﺗﺘﻮﻓﺮ ﺧﺪﻣﺔ ﻭﺗﺤﻮﻳﻞ ﻓﻲ ﺃﻲ ﻭﻗﺖ، ﺍﻭ ﻻ ﻳﺠﺪﻫﺎ ﺍﻟﻤﺮﺍﺟﻊ ﻋﻨﺪ ﺍﻟﺤﺎﺟﺔ ﻓﻲ ﺍﺧﺮ ﺍﻟﻠﻴﻞ ﻣﺜﻼ ﻭﻳﺠﺒﺮ ﻋﻠﻰ ﺍﻻﻫﻠﻴﺔ 7. Continuity – uninterrupted coordinated services 8. ﺍﻟﺴﻼﻣﺔ: ﻗﻤﺔ ﺍﻻﺑﻌﺎﺩ ﻭﺟﻮﻫﺮﻫﺎ، ﺭﻋﺎﻳﺔ آﻤﻨﺔ ﺧﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻤﺨﺎﻃﺮ ﻧﻬﺎﺋﻴﺎ ﺍﻭ ﻋﻠﻰ ﺍﻻﻗﻞ ﻗﺮﻳﺒﺔ ﺟﺪﺍ ﻣﻦ ﺍﻟﺼﻔﺮﻳﺔ 8. Safety – risks are avoided or at least minimized to ZD ﺃﻲ ﺃﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻟﻠﺘﺼﻮﻳﺮ ﺍﻻﺷﻌﺎﻋﻲ ﻫﻲ ”ﺍﻟﻤﻌﺘﻤﺪﺓ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻤﺮﺍﺟﻊ - ﺍﻟﻨﻤﻮﺫﺝ ﻳﺸﺮﺡ the Cc. RTTQM
ﻧﻤﻮﺫﺝ ﺍﻷﺒﻌﺎﺩ ﺍﻷﺴﺎﺳﻴﺔ ﻟﻠﺠﻮﺩﺓ ﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ”ﺍﻟﺘﺼﻮﻳﺮ ﺍﻻﺷﻌﺎﻋﻲ ﺍﻟﻤﻌﺘﻤﺪ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻤﺮﺍﺟﻊ /ﺍﻟﻤﺮﻳﺾ“ From HCc. TQM to the Cc. RTTQM Dimensions ﻛﻔﺎﺀﺓ Competence / ﻣﻨﺎﻓﺴﺔ ﺍﻟﺴﻼﻣﺔ Safety Continuity ﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﺘﻘﺒﻞ Acceptability / Patient Client Satisfaction ﺭﺿﺎ ﺍﻟﻤﺮﻳﺾ ﻭﺍﻟﻤﺮﺍﺟﻊ Accessibility ﺳﻬﻮﻟﺔ ﻭﻳﺴﺮ Effectiveness ﺍﻟﻔﺎﻋﻠﻴﺔ Appropriateness ﺍﻟﻤﻼﺀﺓ ﺍﻟﻜﻔﺎﻳﺔ Efficiency ﻓﻜﺮ ﻭﺃﺒﺪﻉ: ﻣﺎﺫﺍ ﺗﻀﻴﻒ ﻟﺘﻄﻮﺭ ﻧﻤﻮﺫﺝ ﺟﻮﺩﺓ ﺃﺸﻌﺔ ﻣﻌﺘﻤﺪﺓ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻤﺮﺍﺟﻊ Cc. RTTQM ؟! ﻛﻔﺎﺀﺓ ﻓﻨﻲ ﺍﻻﺷﻌﺔ، ﺳﻼﻣﺔ ﺍﻟﻤﺮﺿﻰ ﻭﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ. . ﻣﻊ ﺧﺼﺎﺋﺺ ﻭﻣﻮﺍﺻﻔﺎﺕ: ﺍﻟﻤﺮﻳﺾ؟، ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻮﻳﺮ، ﻓﺮﻳﻖ ﺍﻻﺷﻌﺔ، ﻧﻤﻂ ﻗﻴﺎﺩﺓ ﺍﻻﺷﻌﺔ، ﺗﺤﺴﻴﻦ ﺟﻮﺩﺓ ﺻﻮﺭﺓ ﺍﻻﺷﻌﺔ
ﺧﺼﺎﺋﺺ ﻭﻣﻮﺍﺻﻔﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ”ﺃﺸﻌﺔ ﻣﻌﺘﻤﺪﺓ ﻋﻠﻰ ﺍﻟﻤﺮﺍﺟﻊ – ﺃﺸﻌﺔ ﺑﻼ ﻋﻴﻮﺏ“ The Cc. HCTQM - the Cc. RTQM ﻭﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﻫﻮ ﻏﺎﻳﺔ ﺍﻟﺠﻮﺩﺓ The CCHCTQM Cc. RTTQM ﻓﻜﺮ ﻓﻲ ﻭﺻﻒ ﻭﺃﻤﺜﻠﺔ ﻓﻲ ﺗﺨﺼﺼﻚ
ﻧﺤﻮ ﺇﺩﺍﺭﺓ ﺟﻮﺩﺓ ﺍﺷﻌﺔ ﻣﻌﺘﻤﺪﺓ ﻋﻠﻰ ﺍﻟﻤﺮﻳﺾ ﻭﺍﻟﻤﺮﺍﺟﻊ The Client Centered RTTotal Quality Management The Cc. RTTQM ﻼﻝ ﺍﺳﺘﻔﺴﺎﺭﺍﺗﻜﻢ ﻭﻣﺤﺎﻭﻟﺔ ﺍﻟﺒﻌﺾ ﻓﻲ ﺍ ﻻﺑﺪﺍﻉ ﺑﻌﺪ ﺗﺠﺮﺑﺘﻜﻢ ﺍﻟﻤﺒﺪﺋﻴﺔ ﻣﻦ ﺧ ﻭﺍ ﻻﺑﺘﻜﺎﺭ، ﻧﻨﻄﻠﻖ ﻧﺤﻮ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ. ﻭﻧﺴﺄﻞ: ﻣﺎ ﻫﻮ ﻭﻣﺎﺫﺍ ﻳﻌﻨﻲ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ؟ ﻭﺍ ﻻﻫﻢ ﻟﻤﺎﺫﺍ؟ ﻧﻔﻜﺮ ﻓﻲ ﺭﻋﺎﻳﺔ ﻭﻣﺨﺘﺒﺮ ﻃﺒﻲ ﻣﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻬﺪﻑ ”ﻣﺮﻳﺾ ﻭﻣﺮﺍﺟﻊ ﻭ ﻣﻮﻇﻒ“؟. ﻭﻫﻞ ﺍﻟﻨﺎﺱ ﻛﺎﻓﺔ ﻣﺴﺘﻬﺪﻓﻮﻥ ﺑﺎﻟﺮﻋﺎﻳﺔ ﻭﺍﻟﻌﻨﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﻄﺒﻴﺔ ﻭﻓﻲ ﻣﻘﺪﻣﺘﻬﺎ ﺍ ﻻﺷﻌﺔ؟. ----- ﺑﺎﺧﺘﺼﺎﺭ ﺷﺪﻳﺪ، ﺭﻏﻢ ﺣﺪﺍﺛﺘﻪ ﻓﻲ ﺍﻟﻤﻬﻦ ﺍﻟﻄﺒﻴﺔ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ ﻭﻧﺪﺭﻩ ﺑﺤﻮﺛﻪ ﻭﺍﻟﺒﺎﺣﺜﻴﻦ ﺑﻞ ﻻ ﺃﻦ ﻟﺠﺬﻭﺭﻩ ﺍﻟﺘﺎﺭﻳﺨﻴﺔ ﻋﻤﺮ ﻃﻮﻳﻞ، ﺭﺑﻂ ﺗﺎﺭﻳﺨﻪ ﺍﻟﻤﻌﺎﺻﺮ ﻭﺍﻟﻤﻔﻜﺮﻳﻦ ﻓﻴﻪ، ﺇ ﻼﻥ ﺍﻟﻤﺆﺮﺥ ﺍﻟﻄﺒﻲ ﺍﻟﺸﻬﻴﺮ ”ﺳﻴﺠﻴﺮﺳﺖ ”Sigerist ﻋﺎﻡ 1491ﻫـ ﺑﻘﻮﻟﻪ: ﺑ ﺈﻋ ﺃﻨﻔﺴﻬﻢ، ﻭﻳﺠﺐ ﺃﻦ ﻳﺘﻔﺎﻧﻮﺍﻓﻲ ﺳﺒﻴﻠﻬﺎ ﻣﺴﺌﻮﻟﻴﺘﻬﻢ ”ﺇﻥ ﺻﺤﺔﺍﻟﻨﺎﺱ ﻳﺠﺐ ﺃﻦﺗﻜﻮﻥ ﻻﻳﻤﻜﻦ ﺃﻦ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻟﻬﺎ، ﻭﺃﻦ ﺍﻟﺤﺮﺏ ﺿﺪ ﺍﻻ ﻣﺮﺍﺽﻣﻦ ﺃﺠﻞ ﺍﻟﺼﺤﺔ ﻓﻘﻂ ﻭﻟﻜﻨﻬﺎﻣﻌﺮﻛﺔﺍﻟﻨﺎﺱ ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻦ ﺗﺨﻮﺿﻬﺎﺍﻟﺸﻌﻮﺏ ﻳﺨﻮﺿﻬﺎ ﺍﻻ ﻃﺒﺎﺀ ﻛﻠﻠﻬﺎ ﺩﺍﺋﻤﺎ“ ﻭﺍﻟﻨﺎﺱ ”ﺍﻟﻤﺴﺘﻬﺪﻑ ﻭﺍﻟﻤﻌﺮﺽ ﻟﺨﻄﺮ ﺍ ﻻﺷﻌﺔ “ﻫﻢ: . . . ﻭ . . ؟
ﻧﺤﻮ ﺇﺩﺍﺭﺓ ﺟﻮﺩﺓ ﺃﺸﻌﺔ ﻣﻌﺘﻤﺔ ﻋﻠﻰ ﺍﻟﻤﺮﻳﺾ ﻭﺍﻟﻤﺮﺍﺟﻊ The Client Centered MLT Total Quality Management The Cc. MLTQM ﻼﺳﻔﺘﻬﺎ، ﻓﻌﻠﻢ ﺑﻞ ﺃﻦ ﻟﻬﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﺟﺬﻭﺭ ﻗﺪﻳﻤﺎ ﺟﺪﺍ ﻓﻲ ﺗﺎﺭﻳﺦ ﺍﻟﺘﺮﺑﻴﺔ ﻭﺍﻟﺘﻌﻠﻴﻢ ﻭﻓ ﻼﺳﻔﺔ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﺍﻟﺘﺮﺑﻮﻱ ﻭﺍﻟﺴﻠﻮﻛﻴﺎﺕ. ﻭﻋﻠﻤﺎﺀ ﻭﻓ ﻼﻣﻴﺔ؟!“، ﻛﻨﺖ ﺃﺘﻄﻠﻊ ﻟﺒﻠﻮﻍ ﺣﻘﺎﺋﻖ ﻓﻬﻞ ﺗﺮﻭﻥ ﺃﻦ ﻫﺬﺍ ﺍﻟﻘﻮﻝ ﺟﺪﻳﺪ ﻋﻠﻴﻨﺎ ”ﺣﻀﺎﺭﺓ ﺇﺳ ﻣﻦ ﻣﺸﺎﺭﻛﺎﺗﻜﻢ ﺍﻟﺒﺤﺜﻴﺔ. . ، ﻓﻠﻨﺘﺼﻔﺢ ﺍﻟﻘﺮآﻦ ﺍﻟﻜﺮﻳﻢ ﻭﻧﺘﺄﻤﻞ ﻓﻲ آﻴﺎﺗﻪ ﻭﺗﻔﺎﺳﻴﺮﻫﺎ، ﻭﻧﺘﺄﻤﻞ ﺍﻳﻀﺎ ﻓﻲ ﻼﻗﺎ ﻣﻦ ”ﻣﺎ ﻳﺤﻚﺟﻠﺪﻙ ﻏﻴﺮﻇﻔﺮﻙ“. . . ﺳﻴﺮ ﻭﺣﻜﻢ ﺍﻟﻌﺮﺏ ﺍﻧﻄ ﻼﻟﻴﺔ ﻭﺍ ﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺬﺍﺕ ﻓﻲ ﺷﺘﻰ ﺍﻟﻤﺠﺎ ﻻﺕ، ﻓﺎ ﻻﺳﺘﻘ ﻭﻗﺪ ﺷﺎﻉ ﻣﻔﻬﻮﻡ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻭﺗﺒﻨﺖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻫﺬﻩ ﺍﻟﻤﻔﺎﻫﻴﻢ ﻓﻲ ﺷﺘﻰ ﻧﻮﺍﺣﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﻐﺬﺍﺀ ﻭﺍﻟﺘﻐﺬﻳﺔ، ﻭﺗﺒﻨﺖ ﺍﻟﺪﻭﻝ ﺍﻟﻤﺘﻘﺪﻣﺔ ﻭﺧﺎﺻﺔ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻤﺘﺤﺪﺓ ﻣﻔﻬﻮﻡ ”ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺬﺍﺗﻲ Self “Health Care ﻭﺗﺮﺟﻢ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﺿﻤﻦ ﻣﻔﺎﻫﻴﻢ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍ ﻻﻭﻟﻴﺔ ﻼﻥ ﺍﻟﻤآآآﺘﺎ ﻼﻗﺎ ﻣﻦ ﻗﺮﺍﺭ ﺍﺟﺘﻤﺎﻉ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﺎﻡ 7791ﻡ، ﻓﺈﻋ ﺍﻧﻄ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻋﺎﻡ 8791ﻡ، ﻭﻟﻨﻘﺮﺃ ﻣﻔﺎﻫﻴﻢ ﻭﺃﺴﺲ ﻭﻣﺒﺎﺩﺉ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍ ﻻﻭﻟﻴﺔ – ﻭﻧﺴﺄﻞ ﻫﻞ ﻃﺒﻘﺖ . . . ﻭﻧﺠﺤﺖ . . . ﻛﻴﻒ ﻭﻟﻤﺎﺫﺍ ؟!. ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﻏﺎﻳﺘﻬﺎ ﻭﻫﻲ ﺍﻟﺮﻗﻲ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ Promotion ﻼ ﺩﺭﺟﺎﺕ ﺟﻮﺩﺓ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ. . . ﻫﻞ ﻳﻤﻜﻦ ﺗﺤﻘﻴﻘﻬﺎ؟. ﺍﻟﺼﺤﻴﺔ ﺃﻌ ﻼﻋﻴﻮﺏ “ZD ﻧﻌﻢ ﻭﻟﻜﻦ ﻣﺎ ﻟﻢ ﺗﺮﺑﻂ ﺑﻤﻔﺎﻫﻴﻢ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻭﻣﺤﻮﺭﻫﺎ ﺍﻟﺮﺋﻴﺲ” ﺍﻟ ﻸﺸﻌﺔ ”ﺍﻟﻘﺴﻢ ﻭﺍﻟﻤﻌﻤﻞ ﻭﺍﻟﻔﻨﻲ ﻭﺍ ﻻﺧﺼﺎﺋﻲ . . ﻓﺎﻟﺼﻮﺭﺓ ﻭﺍﻟﺘﻲ ﺗﻌﻨﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟ ﻭﺍﻟﺘﺼﻮﻳﺮ ﻭﺍﻟﺘﺸﺨﻴﺺ“ ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﻭﺍﻟﺨﻄﻮﺭﺓ ﻭﺍﻟﻤﺨﺎﻃﺮ“، ﻫﺪﺍ ﺍﻟﻰ ﺟﺎﻧﺐ ”ﻓﻬﻢ ﻭﺗﻔﻬﻢ ﻓﻘﻨﺎﻋﺔ ﻻ ﻭﺇﺩﺭﺍﻙ ﺭﺿﺎ ﻓﺘﻌﺎﻭﻥ ﺍﻟﻨﺎﺱ ﺍﻭ ﺍﻟﻤﺮﺍﺟﻌﻴﻦ ” ﻓﻠﻦ ﺗﺘﺤﻘﻖ ﺟﻮﺩﺓ . . ﻭﻟﻦ ﻧﺼﻞ ﺍﻟﻰ ﺷﻤﻮﻟﻴﺔ ﻭ ﻻ ﺣﺘﻰ ﻟﻨﻴﻞ ﺭﺿﺎ ﺍﻟﻠﻪ ﻋﺰ ﻭﺟﻞ ﻭﺭﺳﻮﻟﻪ ﺍﻟﻜﺮﻳﻢ ﻋﻠﻴﻪ ﺃﻔﻀﻞ ﻻ ﺭﻓﺎﻫﻴﺔ ﻭ ﺑﻞ ﻭ ﺭﻗﻲ ﻼﻡ“. ﻼﺓ ﻭﺍﻟﺴ ﺍﻟﺼ ”ﻭﻟﻠﺘﻄﺒﻴﻖ ﻧﺘﺄﻤﻞ ﻓﻲ ﺧﺼﺎﺋﺺ ﻭﻣﻮﺍﺻﻔﺎﺕ ﺟﻤﻴﻊ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻤﻮﺿﺤﺔ ﻓﻲ ﺍﻟﺸﻜﻞ ﺃﻌ ﻼﻝ ﺍﻟﺸﻜﻞ ﺍﻟﺘﺎﻟﻲ: Cc. RTTQM ﻭﻛﻴﻔﻴﺔ ﺗﻄﺒﻴﻘﻪ ﻣﻦ ﺧ ﻼﻩ The
ﻛﻴﻒ ﻧﻄﺒﻖ؟ : the Cc. RTTQM ﻣﻤﻜﻦ ﺑﺘﻄﻮﻳﺮ ﻫﺪﺍ ﺍﻟﻨﻤﻮﺫﺝ : 1. ﺍﻟﺘﺨﻄﻴﻂ ﺗﺤﺪﻳﺪ ﻣﺴﺘﻮﻯ ﺟﻮﺩﺓ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻻﻧﺘﺎﺟﻴﺔ، ﻭﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻧﻮﻋﻴﺔ ﺍﻟﺰﺑﺎﺋﻦ ﻭﻭﺿﻊ ﺃﻬﺪﺍﻑ ﻣﺤﺪﺩﺓ ﻣﺒﻴﻨﺔ ﻋﻠﻰ ﺗﻠﻚ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ 4. ﺍﻻﺟﺮﺍﺀ ﺍﻟﻤﻨﺎﺳﺐ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺣﺼﺎﺋﻲ ﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﻨﻔﻴﺬ، ﻳﻘﻮﻡ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﻛﻤﻌﻴﺎﺭ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ، ﻭﺑﺎﻟﺘﺎﻟﻲ ﻳﺘﻢ ﺗﻄﺒﻴﻘﻬﺎ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺃﺨﺮﻯ ﺳﻮﺍﺀ ﺃﻜﺎﻧﺖ ﺇﺩﺍﺭﻳﺔ ﺃﻮ ﻓﻨﻴﺔ ؟! C 2. ﺍﻟﺘﻨﻔﻴ ــﺬ ﻳﻘﻮﻡ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﺑﺈﻋﺪﺍﺩ ﺟﺪﻭﻝ ﺯﻣﻨﻲ ﻟﻠﻨﺸﺎﻃﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﻌﻤﻠﻴﺔ ﺍﻟﺘﺤﺴﻴﻦ، ﻛﻤﺎ ﻳﺘﻢ ﻭﺿﻊ ﺗﻘﺪﻳﺮﺍﺕ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ، ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻤﺮﺣﻠﺔ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻋﻠﻰ ﺍﻟﺘﺤﻮﻝ ﻣﻦ ﺍﻟﻮﺿﻊ ﺍﻟﺤﺎﻟﻲ ﺇﻟﻰ ﺍﻟﻮﺿﻊ ﺍﻟﺠﺪﻳﺪ. ﺍﻳﻀﺎ ﻓﻜﺮ ﻓﻲ ﺍﻟﻤﻜﺎﻥ ﺍﻟﻤﻼﺋﻢ ﻟﻠﻤﺮﺍﺟﻊ ﻭ 3. ﺍﻟﻔﺤﺺ ﻳﺘﻢ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺑﻌﺪ ﺗﻨﻔﻴﺬ ﺍﻟﺤﻠﻮﻝ ﻭﺍﻟﺘﺤﻮﻝ ﺇﻟﻰ ﺍﻟﻮﺿﻊ ﺍﻟﺠﺪﻳﺪ ﻟﻠﻌﻤﻠﻴﺔ ﺍﻻﻧﺘﺎﺟﻴﺔ، ﺣﻴﺚ ﻳﺘﻢ ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﺤﻠﻴﻠﻬﺎ، ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍﻟﻤﺆﺸﺮﺍﺕ ﻟﻤﻘﺎﺭﻧﺔ ﺍﻟﻮﺿﻊ ﺍﻟﻘﺪﻳﻢ ﺑﺎﻟﻮﺿﻊ ﺍﻟﺠﺪﻳﺪ ﻭﻗﻴﺎﺱ ﻣﺪﻯ ﺍﻟﺘﺤﺴﻦ ﺍﻟﺤﺎﺻﻞ ﺃﻲ ﺍﻟﻘﻴﺎﻡ ﺑﺪﺭﺍﺳﺔ ﺗﻘﻮﻳﻤﻴﺔ ﻟﻠﻮﺿﻊ ? Cc. RTTQM ﻭﻻ ﺗﻨﺴﻰ ﻣﺮﺣﻠﺘﻲ 5. ﺍﻟﺘﻘﻮﻳﻢ ﻭ 6. ﺍﻟﺘﻄﻮﻳﺮ ؟
ﻃﺮﻕ ﻭﺃﺪﻭﺍﺕ ﻭﺗﻘﻨﻴﺎﺕ ﺍﻟﺠﻮﺩﺓ TQM Approaches; Tools & Technologies http: //store. isixsigma. com/product. asp 58
Seven Basic Quality Tools ﺍﻷﺪﻭﺍﺕ ﺍﻟﺴﺒﻊ ﺍﻷﺴﺎﺳﻴﺔ Fishbone Diagram Pareto Chart Copyright 2008 Health Administration Press. All rights reserved. Run Chart Check Sheet Histogram Flow Chart Scatter Diagram 59
ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﻟﻠﺴﺒﺐ ﻭﺍﻷﺜﺮ : Cause & Effect Diagram ﻼﻗﺔ ﺑﻴﻦ ﺍﻟﻤﺨﺮﺟﺎﺕ ﺍﻟﻤﻌﻄﺎﺓ ﻭﻛﻞ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻤﺆﺜﺮ ﻓﻲ ﻫﺬﻩ ﻭﺗﺴﺘﺨﺪﻡ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﻟﺘﻮﺿﻴﺢ ﺍﻟﻌ ﺍﻟﻤﺨﺮﺟﺎﺕ ، ﻭﻳﻄﻠﻖ ﻋﻠﻰ ﻫﺬﺍ ﺍ ﻷﺴﻠﻮﺏ ﺭﺳﻢ "ﺇﻳﺸﻴﻜﺎﻭﺍ ، " Ishikawa ﻭﻳﺘﻢ ﺗﺼﻤﻴﻤﻪ ﺑﻬﺪﻑ : ﺗﺤﺪﻳﺪ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺘﻲ ﺗﺴﺒﺐ ﻣﺨﺮﺝ ﺇﻳﺠﺎﺑﻲ ﺃﻮ ﺳﻠﺒﻲ. ﺍﻟﺘﺮﻛﻴﺰ ﻋﻞ ﻣﺸﻜﻠﺔ ﻣﺤﺪﺩﺓ ، ﻭﻋﺪﻡ ﺍﻟﺘﺸﺘﺖ ﻓﻲ ﻣﻨﺎﻗﺸﺎﺕ ﺟﺎﻧﺒﻴﺔ. ﺍﺳﺘﺨﺪﺍﻡ ﻣﺪﺧﻞ ﻣﺤﻜﻢ ﺍﻟﺒﻨﺎﺀ ﻟﺘﺤﺪﻳﺪ ﺍ ﻷﺴﺒﺎﺏ ﺍﻟﺤﻘﻴﻘﻴﻪ ﻟﻮﺟﻮﺩ ﺃﺜﺮ ﻣﺎ. Fishbone Diagram ﺗﺤﺪﻳﺪ ﺍﻟﻤﻨﺎﻃﻖ ﺍﻟﺘﻲ ﺗﻜﻮﻥ ﻓﻴﻬﺎ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻏﻴﺮ ﻛﺎﻓﻴﺔ. ﻭﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﺍ ﺍ ﻷﺴﻠﻮﺏ ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﺍ ﻷﺜﺮ ﺍﻟﻤﻄﻠﻮﺏ ﺗﺤﻠﻴﻠﻪ ، ﺛﻢ ﻳﺤﺪﺩ ﺑﻌﺪ ﺫﻟﻚ ﻗﺎﺋﻤﺔ ﺑﻤﺠﻤﻮﻋﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﺘﻲ ﺗﺆﺜﺮ ﻓﻴﻪ ) ﺍﻟﺴﻴﺎﺳﺎﺕ ، ﺍ ﻹﺟﺮﺍﺀﺍﺕ ، ﺍ ﻷﻔﺮﺍﺩ ، ﺍﻟﻤﺒﺎﻧﻲ ﻭﺍﻟﺘﺠﻬﻴﺰﺍﺕ( ﺛﻢ ﻳﺘﻢ ﺑﻌﺪ ﺫﻟﻚ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﺤﺪﻳﺪ ﺍﻟﻌﻨﺎﺻﺮ ﺍ ﻹﺿﺎﻓﻴﺔ ﻭﺍﻟﺜﺎﻧﻮﻳﺔ ، ﺛﻢ ﻳﻠﻰ ﺫﻟﻚ ﺍ ﻳﺘﻢ ﻭﺿﻊ ﻧﻤﻮﺫﺝ ﻣﺒﺴﻂ ﻟﻠﺴﺒﺐ ﺗﺤﺪﻳﺪ ﻗﺎﺋﻤﺔ ﺑﺎ ﻷﺴﺒﺎﺏ ﺣﺴﺐ ﺃﻬﻤﻴﺘﻬﺎ ، ﻭﺃﺨﻴ ﻭﺍ ﻷﺜﺮ. ﺍﻟﻤﻨﺤﻨﻰ ﺍﻟﺰﻣﻨﻲ ) (Time Chart or Run Chart ﻭﻳﺴﺘﻔﺎﺩ ﻣﻨﻪ ﻓﻲ ﻣﻌﺮﻓﺔ ﺳﻠﻮﻙ ﻣﺆﺸﺮ ﺃﺪﺍﺀ ﻣﻌﻴﻦ ﺃﻮ ﻣﺘﻐﻴﺮ ﻣﻌﻴﻦ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﺰﻣﻦ ﻭﻣﻦ ﺛﻢ ﺩﺭﺍﺳﺔ ﺍﻟﺒﻴﺌﺔ ﺍﻟﻤﺤﻴﻄﺔ ﻭﺍﻟﻤﺆﺜﺮﺓ ﻋﻠﻰ ﺫﻟﻚ ﻣﺜﻞ ﻗﻴﺎﺱ ﺩﺭﺟﺔ ﺣﺮﺍﺭﺓ ﺍﻟﻤﺮﻳﺾ ﻓﻲ ﺍﻟﻤﺴﺘﺸﻔﻰ ﻛﻞ ﺳﺎﻋﺔ ﺃﻮ ﺳﺎﻋﺘﻴﻦ، ﻼﺏ ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ ﻛﻞ ﻳﻮﻡ. ﻭﺣﺠﻢ ﺍ ﻹﻧﺘﺎﺝ ﻣﻦ ﻣﺼﻨﻊ ﻣﻌﻴﻦ ﻛﻞ ﻳﻮﻡ، ﻭﻣﺴﺘﻮﻯ ﻏﻴﺎﺏ ﺍﻟﻄ ﻭﻳﻌﺘﻤﺪ ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﻤﻨﺤﻨﻰ ﻣﻨﺤﻨﻰ آﺨﺮ ﻓﻲ ﻏﺎﻳﺔ ﺍ ﻷﻬﻤﻴﺔ ﻭﻫﻮ ﻣﻨﺤﻨﻰ ﻣﺮﺍﻗﺒﺔ ﻣﻨﻈﻮﻣﺔ ﻣﻌﻴﻨﺔ ) (Process Control Chart
ﺗﺎﺑﻊ/ ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﻌﻤﻠﻴﺔ: ) (Process Control Chart ﻣﺮﺍﻗﺒﺔ ﻣﻨﺤﻨﻰ ﻭﻳﺴﺘﻔﺎﺩ ﻣﻨﻪ ﻓﻲ ﺍﻟﺘﻨﺒﺆ ﺑﺴﻠﻮﻙ ﻣﻨﻈﻮﻣﺔ ﺃﻮ ﻋﻤﻠﻴﺔ ﻣﻌﻴﻨﺔ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻟﺴﻠﻮﻙ ﺍﻟﺴﺎﺑﻖ ﻟﻬﺎ، ﻛﻤﺎ ﻳﺴﺎﻋﺪ ﻓﻲ ﻣﻌﺮﻓﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﺨﻄﺄ ﻓﻲ ﻣﻨﻈﻮﻣﺔ ﻣﻌﻴﻨﺔ ﻣﺮﺩﻩ ﺃﺴﺒﺎﺏ ﺧﺎﺭﺟﻴﺔ ﻋﻦ ﺍﻟﻤﻨﻈﻮﻣﺔ ﻼﺝ ﻟﻠﺪﺍﺧﻞ ﺃﻢ ﺃﻮ ﺃﺴﺒﺎﺏ ﺩﺍﺧﻠﻴﺔ ﻓﻲ ﻧﻔﺲ ﺍﻟﻤﻨﻈﻮﻣﺔ ﻣﻤﺎ ﻳﺴﺎﻋﺪ ﻓﻲ ﺗﻮﺟﻴﻪ ﺟﻬﻮﺩ ﺍﻟﻌ ﻟﻠﺨﺎﺭﺝ. ﻭﻳﺴﺘﺨﺪﻡ ﺑﻜﺜﺮﺓ ﻓﻲ ﺍﻟﻤﻨﻈﻮﻣﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍ ﻹﻧﺘﺎﺟﻴﺔ. ﺍﻟﺮﺳﻮﻡ ﺍﻟﺒﻴﺎﻧﻴﺔ ﺍﻟﻤﺒﻌﺜﺮﺓ : Scatter Diagrams ﻫﺬﻩﺍﻟﺮﺳﻮﻡ ﺑﺼﻔﺔ ﺧﺎﺻﺔﻓﻲ ﻭﻫﻰﺭﺳﻮﻡ ﺗﻮﺿﺢ ﻛﻴﻒ ﻳﺮﺗﺒﻂﻣﺘﻐﻴﺮﺍﻥ ﻳﺒﻌﻀﻬﻤﺎﺍﻟﺒﻌﺾ ،ﻭﺗﻔﻴﺪ ﻗﺔﺍﻟﺨﻄﻴﺔ ﺑﻴﻦﻣﺘﻐﻴﺮﻳﻦ، ﻭﻳﻤﻜﻦ ﺣﺎﻟﺔﺍﻟﻜﺸﻒ ﻋﻦ ﻛﻤﻴﺔ ﺍﻻ ﺭﺗﺒﺎﻁ ﺃﻮ ﺩﺭﺟﺔ ﺍﻟﻌﻼ ﺍ ، ﻭﻛﻠﻤﺎ ﺯﺍﺩ ﺍ ﻻﺭﺗﺒﺎﻁ ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﺍ ﺃﻮ ﺳﻠﺒ ﺃﻦ ﻳﻜﻮﻥ ﺍ ﻻﺭﺗﺒﺎﻁ ﺇﻳﺠﺎﺑ ﻼﺣﻈﺎﺕ ﺃﻜﺜﺮ ﻼﺣﻈﺎﺕ ﺧﻄﻴﺔ ﻓﻲ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻰ ﺍﻟﻤﺒﻌﺜﺮ ، ﻭﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ ﻛﻠﻤﺎ ﻛﺎﻧﺖ ﺍﻟﻤ ﺍ. ﺍﻧﺘﺸﺎ ﺍ ، ﻛﺎﻥ ﺍ ﻻﺭﺗﺒﺎﻁ ﺍﻟﻤﻮﺟﻮﺩ ﺑﻴﻦ ﺍﻟﻤﺘﻐﻴﺮﻳﻦ ﺿﻌﻴ ﺍﻟﺮﺳﻮﻡ ﺍﻟﺸﺒﻜﻴﺔ : Histograms ﻼﺣﻈﺔ ﻟﻤﺘﻐﻴﺮ ﻣﺎ. ﻭﻋﻦ ﻃﺮﻳﻖ ﻋﺮﺿﻬﺎ ﻭﻫﻰ ﺭﺳﻮﻡ ﺗﻮﺿﺢ ﺗﻜﺮﺍﺭ ﺗﻮﺯﻳﻊ ﺍﻟﻘﻴﻢ ﺍﻟﻤ ﻼ ﺍ ﺃﻮ ﻣﺘﻤﺎﺛ ﻳﻤﻜﻦ ﺗﺤﺪﻳﺪ ﻧﻤﻂ ﺗﻮﺯﻳﻊ ﻣﺘﻐﻴﺮ ﻣﻌﻴﻦ ، ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﺘﻮﺯﻳﻊ ﻃﺒﻴﻌ .
ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﺮﺳﻮﻡ ﺍﻟﺘﻮﺿﻴﺤﻴﺔ : Flowcharts ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ ﺭﺳﻢ ﺗﺨﻄﻴﻄﻰ ﻟﻌﺪﺓ ﺧﻄﻮﺍﺕ ﻣﺘﺘﺎﺑﻌﺔ ﻟﻌﻤﻠﻴﺔ ﻣﺎ ، ﻭ ﻋﺪ ﻫﺬﺍ ﺍﻟﺮﺳﻢ ﺑﻤﺜﺎﺑﺔ ﺃﺪﺍﺓ ﺑﺼﺮﻳﺔ ﺳﻬﻠﺔ ﺍ ﻻﺳﺘﺨﺪﺍﻡ ﻭﺍﻟﻔﻬﻢ؛ ﺣﻴﺚ ﻳﻘﻮﻡ ﺍﻟﻔﺮﺩ ﺑﺘﺤﺪﻳﺪ ﺻﻮﺭﺓ ﻭﺍﺿﺤﺔ ﻼﻝ ﺍﻟﻨﻈﺮ ﺇﻟﻰ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﺘﻀﻤﻨﺔ ﻼﺕ ﻭﻃﺮﻳﻘﺔ ﺍﻟﻌﻤﻞ ﻣﻦ ﺧ ﻟﻤﻮﺍﺿﻊ ﺍﻟﻤﺸﻜ ﻓﻲ ﺗﻠﻚ ﺍﻟﻌﻤﻠﻴﺔ. ﺧﺮﺍﺋﻂ ﺍﻟﺘﺤﻜﻢ : Control Charts ﺍ ﻓﻲ ﻭﺗﺴﺘﺨﺪﻡ ﻫﺬﻩ ﺍ ﻷﺪﺍﺓ ﻟﻠﺘﺤﻜﻢ ﻓﻲ ﺍﻟﺠﻮﺩﺓ ؛ ﺣﻴﺚ ﺗﺘﻀﻤﻦ ﺍﻟﺨﺮﻳﻄﺔ ﺧ ﻣﻨﺘﺼﻔﻬﺎ ﻳﻤﺜﻞ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻤﺘﻮﺳﻄﺔ ﻟﻠﻤﺘﻐﻴﺮ ﺍﻟﺬﻯ ﻳﺘﻢ ﻗﻴﺎﺳﻪ ، ﻭﻳﻮﺟﺪ ﺃﺴﻔﻞ ﻫﺬﺍ ﺍﻟﺨﻂ ﻼﻥ ﺍﻟﺤﺪﻳﻦ ﺍ ﻷﺪﻧﻰ ﻭﺍ ﻷﻌﻠﻰ ﻟﻠﺘﺤﻜﻢ . ﻼﻩ ﺧﻄﺎﻥ آﺨﺮﺍﻥ ﻳﻤﺜ ﻭﺃﻌ ﻼﺣﻈﺔ ﺗﻘﻊ ﺿﻤﻦ ﻫﺬﻳﻦ ﺍﻟﺤﺪﻳﻦ ، ﻓﻬﺬﺍ ﻳﻌﻨﻰ ﺃﻦ ﺍﻟﻌﻤﻠﻴﺔ ﺗﺤﺖ ﻭﻣﺎﺩﺍﻣﺖ ﺍﻟﻘﻴﻢ ﺍﻟﻤ ﻻ ﺗﻮﺟﺪ ﻣﺸﻜﻠﺔ ﻓﻲ ﺍﻟﺠﻮﺩﺓ ، ﺃﻤﺎ ﺇﺫﺍ ﺗﻌﺪﻯ ﺍﻟﺨﻂ ﻫﺬﻳﻦ ﺍﻟﺤﺪﻳﻦ ﻓﻬﺬﺍ ﺩﻟﻴﻞ ﺍﻟﺴﻴﻄﺮﺓ ، ﻭ ﻋﻠﻰ ﺃﻦ ﻫﻨﺎﻙ ﻣﺸﻜﻠﺔ ﻣﺎ. ﻗﻮﺍﺋﻢ ﺍﻟﺘﺪﻗﻴﻖ : Checklists ﻼﺣﻆ ﺃﻨﻬﺎ ﺗﻨﺘﺞ ﻋﻦ ﻭﻫﻰ ﻋﺒﺎﺭﺓ ﻋﻦ ﻗﻮﺍﺋﻢ ﺑﺎﻟﻌﻴﻮﺏ ﺍﻟﺸﺎﺋﻌﺔ ﻭﺍ ﻷﺤﺪﺍﺙ ﺍﻟﺘﻰ ﻳ ﺍ ﻛﺄﺪﺍﺓ ﻻ ﺃﻨﻬﺎ ﻓﻌﺎﻟﺔ ﺟ ﻫﺬﻩ ﺍﻟﻌﻴﻮﺏ. ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺑﺴﺎﻃﺔ ﻫﺬﻩ ﺍ ﻷﺪﺍﺓ ﺇ ﺗﺘﻴﺢ ﻟﻠﻌﺎﻣﻠﻴﻦ ﺟﻤﻊ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺤﺪﺩﺓ ﻋﻦ ﺍﻟﻌﻴﻮﺏ ﻭﺍﻟﻜﺸﻒ ﻋﻦ ﺍﻟﺤﻘﺎﺋﻖ.
ﺃﺪﻭﺍﺕ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ TQM Tools ﻣﺨﻄﻂ ﺍﻟﺘﺼﻨﻴﻒ ﺃﻮ ﺍﻟﺘﺠﻤﻴﻊ: ) (Affinity Diagram ﻭﻳﺴﺘﻔﺎﺩ ﻣﻨﻪ ﺧﺎﺻﺔ ﻓﻲ ﻭﺿﻊ ﺍﻟﺨﻄﻂ ﺍ ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺗﺤﺪﻳﺪ ﺃﺴﺒﺎﺏ ﻣﺸﻜﻠﺔ ﻣﻌﻴﻨﺔ. ﺟﺪﻭﻝ ﺍﻭ ﻣﻨﺤﻨﻰ ﺑﺎﺭﻳﺘﻮ : Pareto Chart ﻳﻘﺪﻡ ﻫﺬﺍ ﺍﻟﺠﺪﻭﻝ ﻃﺮﻳﻘﺔ ﻟﻠﻔﺼﻞ ﺑﻴﻦ ﺍﻟﻌﻴﻮﺏ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻭﺍﻟﻌﻴﻮﺏ ﺍﻟﺜﺎﻧﻮﻳﺔ ﺍﻟﺒﺴﻴﻄﺔ ، ﻭﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺭﺅﻴﺔ ﻋﺎﻟﻢ ﺍ ﻻﺟﺘﻤﺎﻉ ﻭﺍ ﻻﻗﺘﺼﺎﺩ ﺍ ﻹﻳﻄﺎﻟﻰ )ﺑﺎﺭﺗﻮ 8481 – 3291( ﺍﻟﺘﻰ ﺗﻨﻄﻠﻖ ﻣﻦ ﺍ ﻻﻗﺘﻨﺎﻉ ﺑﺄﻦ )02%( ﻣﻦ ﺍﻟﻌﻴﻮﺏ ﻓﻘﻂ ﻫﻰ ﺍﻟﺘﻰ ﺗﻌﺪ ﻋﻴﻮﺏ ﺟﻮﻫﺮﻳﺔ ، ﺃﻤﺎ ﺍﻟـ )08%( ﺍﻟﺒﺎﻗﻴﺔ ﻓﺈﻧﻬﺎ ﺗﻤﺜﻞ ﻋﻴﻮﺏ ﺛﺎﻧﻮﻳﺔ ﺑﺴﻴﻄﺔ ، ﻭﻳﻤﻜﻦ ﻟﻬﺬﺍ ﺍﻟﺠﺪﻭﻝ ﺃﻦ : ﻳﻔﺼﻞ ﺍﻟﻌﻴﻮﺏ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻋﻦ ﺍﻟﻌﻴﻮﺏ ﺍﻟﺜﺎﻧﻮﻳﺔ ، ﻣﻤﺎ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺗﺮﻛﻴﺰ ﺟﻬﻮﺩ ﺍﻟﺘﻄﻮﻳﺮ ﻋﻠﻰ ﺟﻮﺍﻧﺐ ﻣﻌﻴﻨﺔ. ﻷﻮﻟﻮﻳﺎﺗﻬﺎ ﻭﺃﻬﻤﻴﺘﻬﺎ. ﺍ ﻳﻨﻈﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻃﺒ ﻼﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ، ﻭﻟﻴﺲ ﻣﺠﺮﺩ ﺍ ﻹﺣﺴﺎﺱ ﻳﺤﺪﺩ ﺍﻟﻌﻴﻮﺏ ﺍ ﻷﻜﺜﺮ ﺃﻬﻤﻴﺔ ﻣﻦ ﺧ ﻭﻫﻨﺎﻙ ﺃﺪﻭﺍﺕ ﻭﺗﻘﻨﻴﺎﺕ ﺃﺨﺮﻯ ﻛﺜﻴﺮﺓ ﻣﺘﻌﺪﺩﺓ ﺍﻟﻤﺠﺎ ﻻﺕ 36
Six Sigma Two meanings þ Statistical definition of a process that is 99. 9997% capable, 3. 4 defects per million opportunities (DPMO) þ A program designed to reduce defects, lower costs, and improve customer satisfaction
ﺍﻟﺴﺖ ﺳﻴﺠﻤﺎ ﺳﻴﻐﻤﺎ ) Six Sigma ﺍﻻﻧﺤﺮﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ( 1. 2. ﺍﻟﻤﻔﻬﻮﻡ ﺍﻟﻌﺎﻡ ﻟﻔﻠﺴﻔﺔ ﺍﻟﺴﺘﺔ ﺳﻴﺠﻤﺎ ﻳﻌﺪ ﻣﻔﻬﻮﻡ "ﺍﻟﺴﺘﺔ ﺳﻴﺠﻤﺎ" ﺃﺤﺪ ﺃﺸﻬﺮ ﺍ ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍ ﻹﺩﺍﺭﻳﺔ ﺍﻟﻤﻌﺎﺻﺮﺓ ﻓﻲ ﻓﻠﺴﻔﺔ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ . )6002 , (Green ﺗﻘﻮﻡ ﻫﺬﻩ ﻟﻠﻌﻤﻠﻴﺎﺕ ﻭ ﻳﻌﺘﺒﺮﻫﺎ ﺍﻟﺒﻌﺾ ﺻﻮﺭﺓ ﻣﻄﻮﺭﺓ ﺍ ﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﺍﻟﻤﺮﺍﻗﺒﺔ ﺍ ﻹﺣﺼﺎﺋﻴﺔ ﻟﺠﻤﻴﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍ ﻹﺩﺍﺭﻳﺔ ﻭ ﺍﻟﻤﺎﻟﻴﺔ ﻭ ﺍﻟﻔﻨﻴﺔ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ. ﻺﺩﺍﺭﺓ ﺑﺎﻟﺘﺤﻠﻴﻞ ﺍ ﻹﺣﺼﺎﺋﻲ ﺍﻟﺪﻗﻴﻖ، ﻭ ﺇﺗﺒﺎﻉ ﻭ ﺗﺘﻤﻴﺰ ﻋﻦ ﺑﺎﻗﻲ ﺍ ﻷﺪﻭﺍﺕ ﺍﻟﻌﻠﻤﻴﺔ ﺍ ﻷﺨﺮﻯ ﻟ ﻸﺴﺒﺎﺏ ﺍﻟﺠﺬﺭﻳﺔ ﺍﻟﺘﻲ ﺗﺆﺪﻱ ﺇﻟﻰ ﺍﻟﺘﺒﺎﻳﻦ ﻭ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻨﻈﺎﻣﻴﺔ ﻟﺤﻞ ﺍﻟﻤﺸﺎﻛﻞ، ﻭ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﻗﻴﻖ ﻟ ﻼﻓﺎﺕ ﻓﻲ ﺧﺼﺎﺋﺺ ﺍﻟﺠﻮﺩﺓ، ﻭ ﺇﻋﺎﺩﺓ ﺗﻌﺮﻳﻒ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻣﻦ ﺃﺠﻞ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﻧﺘﺎﺋﺞ ﻣﺮﺿﻴﺔ ﻋﻠﻰ ﻻﺧﺘ ﺍ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ. ﻼ ﻋﻴﻮﺏ – ﺍﻟﻌﻴﻮﺏ ﻭﻳﺮﺟﻊ ﻫﺬﺍ ﺍﻟﻤﻔﻬﻮﻡ ﺇﻟﻰ ﻋﺎﻟﻢ ﺍﻟﺠﻮﺩﺓ ﻛﺮﻭﺳﺒﻲ ) (Crosby ﻭﻧﻈﺮﻳﺘﻪ ﺍﻟﺸﻬﻴﺮﺓ ” ﺍﻟ ﺍﻟﺼﻔﺮﻳﺔ “Zero Defects ﺗﻌﺮﻳﻒ ﺍﻟﺴﺘﺔ ﺳﻴﺠﻤﺎ ﻫﻨﺎﻙ ﺃﻜﺜﺮ ﻣﻦ ﺗﻌﺮﻳﻒ ﻟﻬﺬﻩ ﺍﻟﻔﻠﺴﻔﺔ، ﻓﺠﻤﻴﻌﻬﺎ ﻗﺎﺋﻤﺔ ﻋﻠﻰ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﻭﺯﻭﺍﻳﺎ ﻣﺨﺘﻠﻔﺔ ﻟﻘﻀﻴﺔ ﺍﻟﺘﺒﺎﻳﻦ ﻭ ﻼﻓﺎﺕ ﻓﻲ ﺧﺼﺎﺋﺺ ﺟﻮﺩﺓ ﺍﻟﻤﻨﺘﺠﺎﺕ ﺃﻮ ﺍﻟﺨﺪﻣﺎﺕ. ﻟﻬﺬﺍ ﻓﻘﺪ ﻭﺭﺩﺕ ﻋﺪﺓ ﺗﻌﺎﺭﻳﻒ ﺃﺒﺮﺯﻫﺎ: ﻻﺧﺘ ﺍ ”ﺑﺮﻧﺎﻣﺞﻟﺘﺤﺴﻴﻦﺍﻟﺠﻮﺩﺓﻳﻬﺪﻑﻟﻘﻠﻴﻞ ﻭﺗﺨﻔﻴﺾ ﻋﺪﺩ ﺍﻟﻌﻴﻮﺏ ﻟﻴﺼﻞ ﺇﻟﻰ ﻧﺴﺒﺔ 4. 3ﻭﺣﺪﺓﻓﻲ ﻣﻠﻴﻮﻥ ﻓﺮﺻﺔ“ ﻭﻫﺬﺍ ﻳﺪﻝ ﻋﻠﻰ ﺃﻨﻬﺎ ﻣﻘﻴﺎﺱ ﺇﺣﺼﺎﺋﻲ ﻳﺸﻴﺮ ﺇﻟﻰ ﻧﺴﺒﺔ 4. 3 ﻭﺣﺪﺓ ﻣﻌﻴﺒﺔ ﻓﻲ ﻛﻞ ﻣﻠﻴﻮﻥ ﻭﺣﺪﺓ ﻣﻨﺘﺠﺔ 4. 3 ) (DPMO ﺃﻲ ﺗﺤﻘﻴﻖ ﺩﻗﺔ ﺃﺪﺍﺀ ﺗﻌﺎﺩﻝ 66999. 99%. ﻭﻫﻲ ﺍﻳﻀﺎ ﺗﻤﺜﻞ ﺍﻟﻤﻌﺎﻣﻞ ﺍ ﻹﺣﺼﺎﺋﻲ ﺍﻟﺬﻱ ﻳﻘﻴﺲ ﻣﺪﻯ ﺍﻟﺘﺸﺘﺖ ﻭ ﺍﻟﺘﺒﺎﻳﻦ ﺍﻟﺤﺎﺻﻞ ﻓﻲ ﻋﻤﻠﻴﺔ ﺿﺒﻂ ﺍﻟﺠﻮﺩﺓ. 56 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﻣﺒﺎﺩﺉ ﺍﻟﺴﺘﺔ ﺳﻴﺠﻤﺎ ”ﺍﻻﻧﺤﺮﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ Six Sigma Principles ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ) (TQM ﺗﻌﺘﺒﺮ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺴﺘﺔ ﺳﻴﺠﻤﺎ ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﻳﺔ ﻣﻄﻮﺭﺓ ﺗﻬﺪﻑ ﺇﻟﻰ ﺍ ﻻﺭﺗﻘﺎﺀ ﺑﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﺨﺪﻣﺎﺕ ﻭﺍﻟﻤﻨﺸآﺖ ﺍ ﻹﻧﺘﺎﺟﻴﺔ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻨﻮﺍﺣﻲ ﺍﻟﻤﺎﻟﻴﺔ ﻭ ﺍ ﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﻭ ﺍﻟﻔﻨﻴﺔ، ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﺗﺨﻔﻴﺾ ﻋﻨﺼﺮﻳﻦ ﺃﺴﺎﺳﻴﻦ ﻳﺆﺜﺮﺍﻥ ﺗﺄﺜﻴﺮﺍ ﺳﻠﺒﻴﺎ ﻋﻠﻰ ﺟﻮﺩﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭ ﻫﻤﺎ ﺍﻟﻌﻴﻮﺏ ) (Defects ﻭ ﺍﻟﺘﺄﺨﺮ ﻓﻲ ﺗﺴﻠﻴﻢ ﺍﻟﻤﻨﺘﺠﺎﺕ ﺃﻮ ﺍﻟﺨﺪﻣﺎﺕ ) . (Arthur, 2004) (Delays ﻭﻫﺬﻩ ﺍﻟﺴﺖ ﺳﻴﺠﻤﺎ )0002. (Pande et al ﺃﻮ ﺍﻟﻤﺒﺎﺩﺉ ﺍ ﻷﺴﺎﺳﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ﻫﻲ: ﻼﺀ Customer Focus ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻌﻤ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻟﺤﻘﺎﺋﻖ ﻭ ﺍﻟﺒﻴﺎﻧﺎﺕ Data and Facts driven management ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭ ﺍ ﻹﺩﺍﺭﺓ ﻭ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ Process focus, management and Improvement ﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﻤﺴﺒﻖ Proactive management ﺍ ﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﺍﻟﻤﺒﻨﻴﺔ ﻋﻠﻰ ﺍﻟﺘﺨﻄﻴﻂ ﺍ ﺍﻟﺘﻌﺎﻭﻥ ﻏﻴﺮ ﺍﻟﻤﺤﺪﻭﺩ ﺑﻴﻦ ﺟﻤﻴﻊ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺍﻟﻤﻨﺸﺄﺔ Collaboration without bound line ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﻌﻤﻞ ﻟﻠﻤﺜﺎﻟﻴﺔ Drive for perfection ==== *ﺍﻟﻤﺮﺟﻊ ﻛﺘﺎﺏ : ﺩ. ﻣﺤﻤﺪ ﻋﻴﺸﻮﻧﻲ "ﺿﺒﻂ ﺍﻟﺠﻮﺩﺓ - ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍ ﻷﺴﺎﺳﻴﺔ ﻭ ﺗﻄﺒﻴﻘﺎﺗﻬﺎ ﻓﻲ ﺍﻟﻤﺠﺎ ﻻﺕ ﺍ ﻻﻧﺘﺎﺟﻴﺔ ﻭ ﺍﻟﺨﺪﻣﻴﺔ"، ﺩﺍﺭ ﺍ ﻻﺻﺤﺎﺏ ﻟﻠﻨﺸﺮ ﻭ ﺍﻟﺘﻮﺯﻳﻊ، 7002. ﺹ. 33 -63 http: //aichouni. tripod. com/m 66 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﻭﺍﻵﻦ ﺩﻋﻮﻧﺎ ﻧﻨﻄﻠﻖ ﻧﺤﻮ ﺗﺨﻄﻴﻂ ﻟﻠﻌﻤﻞ ﺍﻟﻤﺜﺎﻟﻲ: Lean Six Sigma = Incremental
ﻫﻴﺌﺎﺕ ﻭﻣﻨﻈﻤﺎﺕ ﻭﻣﻌﺎﻳﻴﺮ ﺍﻋﺘﻤﺎﺩ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ ”ﺍﻻﺷﻌﺔ ﻋﺎﻟﻤﻴﺔ ﻭﻣﺤﻠﻴﺔ“ National & International RTTQM Accreditation Standards 86 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ
ﺍﻻﻋﺘﻤﺎﺩ Accreditation ﻭﺍﻟﻤﻌﻴﺎﺭ Standard ﻣﺼﻄﻠﺢ ﺍﻻﻋﺘﻤﺎﺩ Accreditation ﻓﻲ ﺍﻟﻠﻐﺔ ﻳﻌﻨﻲ، ﺍﻹ ﺟﺎﺯﺓﻭﺍﻟﺘﻔﻮﻳﺾﻓﻲﺷﻴﺀ ﻣﻦ ﺍﻷ ﺸﻴﺎﺀ؛ ﻛﺄﻦ ﻳﺠﺎﺯ ﻓﺮﺩﻟﻠﺘﺪﺭﻳﺲ ﺃﻮ ﺃﻦ ﻳﺠﺎﺯ ﻃﺒﻴﺐﻓﻲ ﺍﻟﻄﺐ، ﺍﻭﻓﻨﻲﺗﻐﺬﻳﺔ ﻗﺴﻢ ﺍﻭ ﺟﻬﺎﺯﻟﻤﻤﺎﺭﺳﺔﺧﺪﻣﺔ ﻣﺎ ﺃﻮ ﺇﻧﺠﺎﺯ ﻓﻲ ﺍﻋﺪﺍﺩ ﻭﺗﺠﻬﻴﺰ ﺣﻤﻴﺔ ﻏﺬﺍﺋﻴﺔ، ﺃﻮ ﻳﺠﺎﺯ ﻣﻬﻤﺎﺕﺗﺨﺺﺍﻟﻤﻮﺍﻃﻨﻴﻦ. ﻋﻤﻠﻴﺔ ﺍﻻﻋﺘﻤﺎﺩ Accreditation ﻫﻲ: ﻣﺠﻤﻮﻋﺔﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻹ ﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﻲﺗﻘﻮﻡ ﺑﻬﺎ ﺍﻟﺠﻬﺔﺍﻟﻤﻨﻮﻁ ﺑﻬﺎ ﺍﻻ ﻋﺘﻤﺎﺩﻣﻦ ﺍﻟﺘﺤﻘﻖ ﺃﺠﻞ ﻣﺴﺘﺸﻔﻰ ﺍﻭ ﺟﻬﺔ ﻣﺎ ﺍﻭﺟﺎﻣﻌﺔ ﺃﻮ ﻛﻠﻴﺔ ﺃﻮﻣﺆﺴﺴﺔﺗﺘﺤﻘﻖ ﻓﻴﻬﺎﺍﻟﺸﺮﻭﻁ ﻭﺗﺘﻮﻓﺮ ﺑﻬﺎ ﺍﻹ ﻣﻜﺎﻧﻴﺎﺕ ﺃﻦ ﺍﻟﻤﺎﺩﻳﺔ ﻭﺍﻟﺒﺸﺮﻳﺔ ﻭﺑﻤﺎ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻷ ﻬﺪﺍﻑ ﺍﻟﺘﻲﺗﺴﻌﻰﻫﺬﻩﺍﻟﻤﺆﺴﺴﺔﻟﺘﺤﻘﻴﻘﻬﺎﻓﻲ ﻣﺮﺍﺟﻌﻴﻬﺎ ﺑﻬﺎ، ﻭﺑﺎﻟﻤﺴﺘﻮﻯ ﺍﻟﺠﻴﺪ ﺍﻟﺬﻱ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻟﺘﻄﻠﻌﺎﺕ ﺍﻻ ﺟﺘﻤﺎﻋﻴﺔ ﻭﻣﺮﺿﺎﻫﺎ ﺍﻭ ﻃﻼ ﻭﺍﻟﺘﺤﺪﻳﺎﺕﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﺘﻄﻮﺭﺍﺕﻓﻲﺣﻘﻮﻝﻣﻤﺎﺭﺳﺘﻬﺎ ﻭﻋﻠﻮﻣﻬﺎ. ﻣﻌﻴـﺎﺭ ﺍﻟﺠـﻮﺩﺓ ﻫﻮ: ﻭﺛﻴﻘﺔ ﺗﺼﺪﺭ ﻧﺘﻴﺠﺔﺇﺟﻤﺎﻉﻳﺤﺪﺩﺍﻟﻤﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻦﻳﻔﻲ ﺑﻬﺎ ﻣﻨﺘﺞ ﻣﺎ ﺃﻮ ﻋﻤﻠﻴﺔ ﺃﻮﺧﺪﻣﺔﻭﺗﺼﺎﺩﻕ ﻋﻤﻠﻴﺔ ﺍﻻﻋﺘﻤﺎﺩ ﺍﻟﺼﺤﻲ: ﻋﻠﻴﻬﺎ ﺟﻬﺔﻣﻌﺘﺮﻑ ﺑﻬﺎ. ﺍﻟﻤﺆﺴﺴﺔ ﺍﻟﺼﺤﻴﺔ، ﻋﺘﻤﺎﺩﺑﺘﻘﻴﻴﻢ ﺍﻟﻤﺆﺴﺴﺔﺍﻟﻤﺎﻧﺤﺔ ﻟﻼ ﻟﻬﺎ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻲﺗﻘﻮﻡﻣﻦ ﺧﻼ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﻧﻮﻋﻴﺔ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺗﺤﺪﺩﻓﻴﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻤﺆﺴﺴﺔﺗﻔﻲﺑﺎﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺘﻲ ﻫﺬﻩﺍﻟﻤﻌﺎﻳﻴﺮﺃﻔﻀﻞ ﻣﺎﻳﻤﻜﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻪ. ﺍﻟﻤﻘﺪﻣﺔ ﻭﺗﺤﺴﻴﻨﻬﺎ،ﻭﻋﻠﻰ ﻧﺤﻘﻖ ﺃﻦ
ﺟﻬﺎﺕ ﺍﻻﻋﺘﻤﺎﺩ ﻼﻋﺘﻤﺎﺩﻳﺔ Joint Commission of International ﺍﻟﻠﺠﻨﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟ ) Accreditation (JCIA ﻭﻫﻲ ﻗﺴﻢ ﻣﻦ ﺍﻟﻠﺠﻨﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻻﻋﺘﻤﺎﺩ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ) Joint Commission of Accreditation Health Organizations . ) (JCAHO ﺃﻜﺒﺮ ﻣﻨﻈﻤﺔ ﺍﻋﺘﻤﺎﺩﻳﺔ ﻟﻠﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻟﻮ ﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ﻭﺍﻟﻌﺎﻟﻢ. ﻭﻫﻨﺎﻟﻚ ﺣﻮﺍﻟﻲ 02،000 ﻣﻦ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﻲ ﺗﺸﻤﻠﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ﺍ ﻻﺳﺘﻘﺼﺎﺋﻴﺔ ﺳﻨﻮﻳﺎ ﻣﻦ ﻗﺒﻞ JCAHO ﻟﻠﺘﺄﻜﺪ ﻣﻦ ﺗﻄﺒﻴﻖ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺪﻭﻟﻴﺔ. ﻭﺍ ﻻﻋﺘﻤﺎﺩ ﺍﻟﺪﻭﻟﻲ ﻳﻈﻬﺮ ﺍﻟﺘﺰﺍﻡ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺑ ـ : ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺘﺄﻜﻴﺪ ﻋﻠﻰ ﻭﺟﻮﺩ ﺍﻟﺒﻴﺌﺔ ﺍﻻﻣﻨﺔ ﻟﻠﻤﺮﺿﻰ ﻭ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺗﻘﻠﻴﻞ ﺍﻟﻤﺨﺎﻃﺮ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺮﺿﻰ ﻭ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺍﻟﻤﺆﺴﺴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻰ ZD ﻭﻗﺪ ﺻﺪﺭﺕ ﺍﻟﻄﺒﻌﺔ ﺍ ﻷﻮﻟﻰ ﻣﻦ ﻣﻌﺎﻳﻴﺮ JCIA ﻓﻲ ﺃﻮﺍﺧﺮ ﻋﺎﻡ 9991، ﻭ ﻫﺬﻩ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻣﺮﺗﺒﺔ ﻭ ﺗﺪﻭﺭ ﺣﻮﻝ ﺟﻤﻴﻊ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﻤﻬﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺟﻤﻴﻊ ﻣﺆﺴﺴﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ. ﻭ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺗﺼﻨﻒ ﺍﻟﻤﻬﺎﻡ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑـ: ﺗﻮﻓﻴﺮ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ، ﺗﻮﻓﻴﺮ ﺍﻟﺒﻴﺌﺔ ﺍﻻﻣﻨﺔ ﻭ ﺍﻟﻔﻌﺎﻟﻴﺔ، ﻭ ﺍﻻﺩﺍﺭﺓ ﺍﻟﺠﻴﺪﺓ“
ﻟﻤﺎﺩﺍ ﺍﻻﻳﺰﻭﺍ ﻭﺍﻋﺘﻤﺎﺩ ﺍﻟﺠﻮﺩﺓ ﺍﻟﻤﺤﻠﻲ ﻭ ﺍﻟﺠﻬﺔﺍﻟﻰ ﺗﺴﻌﻰﺗﺤﻘﻴﻖﺍﻟﺠﻮﺩﺓﺍﻟﺸﺎﻣﻠﺔﻭﺍﻟﻮﺻﻮﻝﺍﻟﻰﻣﺴﺘﻮﻯﻣﺮﻣﻮﻕ ﺍﻟﺼﻌﻴﺪﻳﻦ ﻋﻠﻰ ﺍﻟﻠﺘﻲ ﻭﺍﻟﻌﻠﻤﻲ، ﻋﻠﻴﻬﺎ: ﺍﻟﻌﺮﺑﻲ ” ﺍﻻ ﻟﺘﺰﺍﻡﺑﺘﻄﺒﻴﻖﺍﻟﻨﻈﺎﻡﺍﻟﺪﻭﻟﻲﻟﻠﺠﻮﺩﺓﻭﻓﻖﻧﻈﺎﻡ ﻟﻪ ﺗﻀﻊ ﻋﻠﻰ ﻋﺎﺗﻘﻬﺎ ﻳﺰﻭ 0002/1009 ﺍﻟﺬﻱ ﻣﻦ ﺧﻼ ﺃﻻ ﺍﻟﺘﺰﺍﻣﺎ ﻭﺗﺤﺪﻳﺎﺣﻘﻴﻘﻴﺎ ﻧﺤﻮﺗﺤﻘﻴﻖ ﺍﻷ ﻬﺪﺍﻑﺍﻟﻤﺮﺳﻮﻣﺔ ﻭﺗﺤﻘﻴﻖ ﺍﻓﻀﻞ ﻻ ﻳﻘﺘﺼﺮ ﺍﻻ ﻟﺘﺰﺍﻡ ﺍﻟﻨﺘﺎﺋﺞﺧﺪﻣﺔ ﻭﺍﻗﺘﺼﺎﺩﺍ ﻭﺗﻄﻮﺭ ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ. ﻭ ﻳﺰﻭﻓﻲ ﺍﻻ ﺭﺗﻘﺎﺀﺑﺪﻭﺭﻫﺎ ﻭﺧﺪﻣﺎﺗﻬﺎ ﺑﻞﻳﺘﻌﺪﺍﻩ ﺇﻟﻰ ﺑﻨﻈﺎﻡ ﺃﻻ ﻗﺔ ﻣﺨﺎﻃﺮﻭﺣﻤﺎﻳﺔ ﺍﻻ ﻟﺘﺰﺍﻡﻛﺎﻓﺔ ﺍﻻ ﻧﻈﻤﺔ ﺫﺍﺕ ﺍﻟﻌﻼ ﻻﺗﻌﻨﻲﺑﺘﺤﻘﻴﻖ ﺍﻷ ﻤﻦ ﺍﻟﻤﻮﻇﻒ، ﻭﻫﺬﻩ ﺍﻻ ﻧﻈﻤﺔ ﻓﻘﻂ ﺑﻞﻭﻟﻔﺮﻳﻖ ﻣﺔﻭﺗﻘﻠﻴﻞ ﺑﻞ ﺍﻟﺨﻠﻮ ﻣﻦﺍﻟﻤﺨﺎﻃﺮﻟﻴﺲﻟﻠﻤﺮﻳﺾ ﻭﺍﻟﺴﻼ ﺍﻟﻤﻘﺪﻣﺔ ﺷﻚﺗﺸﻜﻞ ﺑﻌﺪﺍ آﺨﺮﻟﻤﺴﺘﻮﻯﺍﻟﺨﺪﻣﺔ ﻻﻭﻫﻲ ﺑﻼ ﺍﻟﻌﻤﻞ ﺍﻭ ﻣﻤﺎ ﻳﺠﻌﻠﻬﺎﻣﺮﻣﻮﻗﺔ ﻭ ﻣﺘﻤﻴﺰﺓﺗﺤﻈﻰﺑﻤﻜﺎﻧﺔ ﺧﺎﺻﺔ ﻟﺪﻯ ﺍﻟﻤﺮﺿﻰ ﻭ ﻳﻌﺰﺯﺛﻘﺘﻬﻢ ﺑﻬﺎ ﻭ ﺑﺬﻟﻚ ﻧﺴﻴﺮ ﻧﺤﻮﺗﺤﻘﻴﻖ ﺍﻟﺠﺎﻧﺐ ﺍﻹ ﻧﺴﺎﻧﻲ ﺍﻟﻤﺘﻤﻴﺰﻭﻣﻌﻪﺍﻟﻌﺎﻣﻞ ﺍﻻ ﻗﺘﺼﺎﺩﻱ ﺃﻴﻀﺎ“
ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺃﻮ ﺍﻟﻤﻌﻴﺎﺭﻳﺔ /ﻟﻠﺘﻘﻴﻴﺲ ISO ﺗﻌﺮﻳـﻒ ﺍﻹﻳـ ــﺰﻭ: ) ( ISO ﻫﻲ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﺘﻮﺣﻴﺪ ﺍﻟﻘﻴﺎﺳﻲ ﺍﻭ ﺍﻟﻤﻌﻴﺎﺭﻱ International Organization for ،Standardization ﻭﻫﻮ ﺍﺗﺤـﺎﺩ ﻋﺎﻟﻤـﻲ ﻣﻘـﺮﻩ ﻓﻲ ﺟـﻨﻴﻒ ﻭﻳﻀﻢ ﻓﻲ ﻋﻀﻮﻳﺘـﻪ ﺃﻜﺜﺮ ﻣﻦ 09 ﻫﻴﺌﺔ ﻣﻌﻴﺎﺭﻳﺔ ﻭﻃﻨﻴﺔ، ﺟﺎﺀ ﺍﺧﺘﺼﺎﺭﻫﺎ ) ( ISO ﺍﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻜﻠﻤﺔ ﺍﻟﻴﻮﻧﺎﻧﻴﺔ " " ISOS ﻭﺍﻟﺘﻲ ﺗﻌﻨﻲ " Equal ﻣﺘﺴﺎﻭﻱ " 27 ﺀﻣﺘﻬﺎﻟﻠﻐﺮﺽ ﺗﻮﻓﺮﻫﺎﻟﻠﺘﺄﻜﺪﻣﻦ ﻣﻼ ﻭﺗﺤﺪﺩﻣﻌﺎﻳﻴﺮﺧﺪﻣﺔ ﺍﻟﻤﺘﻄﻠﺒﺎﺕﺍﻟﻮﺍﺟﺐ ﻣﺎ ﻟﺬﺍ ﻣﺎ ﺯﺍﻟﺖ ﺍﻟﻜﺜﻴﺮﻣﻦﺍﻟﺸﺮﻛﺎﺕ ﻣﻔﻬﻮﻡﺣﺪﻳﺚ ﻧﺴﺒﻴ ﺍﻟﺠﻮﺩﺓ ﻭﺑﻤﺎ ﻣﻔﻬﻮﻡﺇﺩﺍﺭﺓ ﺃﻦ ﻧﻈﺎﻡﺍﻟﺠﻮﺩ(. ﻻﺗﺪﺭﻙ ﺑﻮﺿﻮﺡﻣﺪﻟﻮﻝ ﺗﻌﺎﺑﻴﺮﻣﺜﻞﻣﻘﻴﺎﺱﺍﻟﻤﻨﺘﺞ( ﻭ ﻣﻌﻴﺎﺭ ) ) ﻣﻘﻴﺎﺱ ﺍﻟﻤﻨﺘﺞ ﺍﻭ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻭ ﺍﻟﺨﺪﻣﺔ : " ﻳﺤﺪﺩ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺃﻮ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﻮﺍﺟﺐ ﺗﻮﻓﺮﻫﺎ ﻟﺘﻜﻦ ﻣﺘﻼﺋﻤﺔ ﻣﻊ ﺍﻟﻤﺘﻄﻠﺒﺎﺕ ﺍﻟﻤﺤﺪﺩﺓ ﻟﻠﻤﻌﻴﺎﺭ/ ﺍﻟﺰﺑﻮﻥ ﺍﻭ ﺍﻟﻤﺴﺘﻔﻴﺪ. ﻝ ﺍﻟﺘﺮﺧﻴﺺ،ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷ ﺴﺎﺳﻲ ﻓﻲ ﺷﻬﺎﺩﺓ ﺍﻟﻤﻨﺘﺞ ﺍﻟﻤﺼﻨﻊ، ﻣﻦ ﺧﻼ ﻭﻳﺨﻮﻝ ﺍﻟﻤﺒﺪﺃ ﻣﺤﺪﺩﺓ. ﻭﺗﺼﺎﺩﻕ ﻣﺔﺍﻟﺠﻮﺩﺓ“ ﻋﻠﻰﺍﻟﻤﻨﺘﺞﻟﻠﺘﺄﻜﻴﺪﺑﺬﻟﻚ ﻋﻠﻰ ﺃﻦﺍﻟﻤﻨﺘﺞﻳﺘﻮﺍﻓﻖ ﻣﻊﻣﺘﻄﻠﺒﺎﺕ ” ﻋﻼ ﻝﻣﺮﺍﻗﺒﺔﺩﻭﺭﻳﺔ ﻟﻠﺸﻬﺎﺩﺓﻣﻌﺘﺮﻑ ﺑﻬﺎﻭﻣﻦ ﺧﻼ ﺍﻟﻤﺤﺪﺩﺓﺟﻬﺔﻣﺎﻧﺤﺔ ﺗﻮﺍﻓﻖﺍﻟﻤﻨﺘﺞ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﻣﻊ ﻋﻠﻰ ﺍﻟﻤﻤﻨﻮﺣﺔ ﺍﻟﺸﻬﺎﺩﺓ. ﻟﻬﺬﻩ ﻟﻤﻨﺘﺠﺎﺕﺍﻟﺸﺮﻛﺔ
ﻧﺒﺬﻩ ﺗﻌﺮﻳﻔﻴﺔ ﺑﺄﻨﻮﺍﻉ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ Types of International TQ Standardization & Accreditation ﺗﺘﻜﻮﻥ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ “ ﺃﻴﺰﻭ 0009" ﻣﻦ ﺧﻤﺲ ﻣﻮﺍﺻﻔﺎﺕ ﺃﺴﺎﺳﻴﺔ ﺧﺎﺻﺔ ﺑﺈﺩﺍﺭﺓ ﻭﺗﺄﻜﻴﺪ ﺍﻟﺠﻮﺩﺓ، ﻭﻫﻲ: ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻷﻮﻟﻰ: ﺍﻳﺰﻭ 0009 /0009 : ISO ﻫﻲ ﺍﻟﻤﺮﺷﺪ ﺍﻟﺬﻱ ﻳﺤﺪﺩ ﻣﺠﺎ ﻻﺕ ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻟﺜﺎﻧﻴﺔ: ﺍﻳﺰﻭ 1009 /1009 ، ISO ﺗﺘﻀﻤﻦ ﻣﺎ ﻳﺠﺐ ﺃﻦﻳﻜﻮﻥ ﻋﻠﻴﻪﻧﻈﺎﻡﺍﻟﺠﻮﺩﺓﻓﻲ ﺑﺎﻟﺘﺼﻤﻴﻢﻭﻳﻨﺘﻬﻲﺑﺨﺪﻣﺔ ﻣﺎﺑﻌﺪ ﺍﻟﺒﻴﻊ ﻭﺗﻀﻢ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻹ ﻧﺘﺎﺟﻴﺔ ﺃﻮﺍﻟﺨﺪﻣﻴﺔﺍﻟﺘﻲ ﻳﺒﺪﺃﻋﻤﻠﻬﺎ ﻣﻦ ﻋﻨﺎﺻﺮﺍﻟﺠﻮﺩﺓ ، ﻭﺗﺒﺮﺯﻓﻲﻫﺬﻩﺍﻟﻤﻮﺍﺻﻔﺔ ﺃﻬﻤﻴﺔﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺬﻱ ﺃﺼﺒﺢ ﻋﻨﺼﺮ 02 ﺃﺨﻄﺎﺀ. ﻟﻠﺰﺑﺎﺋﻦﺍﻟﺬﻳﻦﻳﺘﻄﻠﺒﻮﻥ ﻣﻨﺘﺠﺎﺕ ﺑﻼ ﺣﻴﻮﻳ ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻟﺜﺎﻟﺜﺔ: ﺍﻳﺰﻭ 2009 /2009 ، ISO ﺗﺘﻨﺎﻭﻝ ﺍﻟﺠﻮﺩﺓﻓﻲﺍﻟﺸﺮﻛﺎﺕ ﺍﻹ ﻧﺘﺎﺟﻴﺔ ﺃﻮ ﻧﻈﺎﻡ ﺍﻟﺨﺪﻣﻴﺔﺍﻟﺘﻲ ﻳﻘﺘﺼﺮ ﻋﻤﻠﻬﺎﻋﻠﻰ ﺍﻹ ﻧﺘﺎﺝ ﻭﺍﻟﺘﺮﻛﻴﺐﺩﻭﻥﺍﻟﺘﺼﻤﻴﻢ ﺃﻮﺧﺪﻣﺔ ﻣﺎﺑﻌﺪ ﺍﻟﺒﻴﻊ ، ﻭ ﻣﻦ ﻋﻨﺎﺻﺮﺍﻟﺠﻮﺩﺓ. ﺍﻟﻤﻨﺘﺠﺎﺕﻭﺍﻟﺨﺪﻣﺎﺕﻓﻲﻫﺬﻩﺍﻟﻤﻮﺍﺻﻔﺔﺗﻜﻮﻥ ﻗﺪ ﺗﻀﻢ ﻋﻨﺼﺮ 81 ﺑﺎﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰﻧﻈﺎﻡ ﻗﺖ ،ﻟﺬﻟﻚﺗﻬﺘﻢﻫﺬﻩﺍﻟﻤﻮﺍﺻﻔﺔ ﻣﺖﻭﻓﺤﺼﺖ ﻭﺳ ﺻ ﺟﺪﻳﺪﺓ. ﻧﻈﻢﺟﻮﺩﺓﻟﻤﻨﺘﺠﺎﺕ ﻻﻣﻦ ﺗﻄﻮﻳﺮ ﺍﻟﻘﺎﺋﻤﺔ ﺍﻟﺠﻮﺩﺓ ﺑﺪ
ﻧﺒﺬﻩ ﺗﻌﺮﻳﻔﻴﺔ ﺑﺄﻨﻮﺍﻉ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ Types of International TQ Standardization & Accreditation ﻻ ﺗﺤﺘﺎﺝ ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻟﺮﺍﺑﻌﺔ: ﺍﻳﺰﻭ 3009 /3009 ،ISO ﺗﺨﺺ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﻻ ﺗﻌﻤﻞ ﺑﺎ ﻹﻧﺘﺎﺝ ﺃﻮ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺔ ، ﻭﺇﻧﻤﺎ ﻳﻘﺘﺼﺮ ﻷﻨﻬﺎ ﻟﻨﻈﻢ ﺟﻮﺩﺓ ﺷﺎﻣﻠﺔ ﺭﺩﻭ ﺍﻟﺒﻀﺎﺋﻊ ﻋﻤﻠﻬﺎ ﻋﻠﻰ ﺍﻟﻔﺤﺺ ﻭﺍﻟﺘﻔﺘﻴﺶ ﻭﺍ ﻻﺧﺘﻴﺎﺭ . ﻣﺜﺎﻝ ﺫﻟﻚ ﻣ ﻭﺍﻟﺘﺠﻬﻴﺰﺍﺕ ﺍﻟﺬﻳﻦ ﻳﻘﺘﺼﺮ ﻋﻤﻠﻬﻢ ﻋﻠﻰ ﻓﺤﺺ ﻭﺍﺧﺘﻴﺎﺭ ﻣﻨﺘﺠﺎﺕ ﺟﺎﻫﺰﺓ ﻭﺭﺩﺕ ﺇﻟﻴﻬﻢ ﻣﻦ ﻣﺼﺎﻧﻊ ﺗﻄﺒﻴﻖ ﻧﻈﻢ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔ. ﺩ ﻋﻨﺎﺻﺮ ﻭﻣﻜﻮﻧﺎﺕ ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻟﺨﺎﻣﺴﺔ: ﺍﻳﺰﻭ 4009 /4009 : ISO ﺗﺤ ﺩ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ . ﻭﻫﻲ ﺑﺬﻟﻚ ﺗﺨﺘﻠﻒ ﻧﻈﺎﻡ ﺍﻟﺠﻮﺩﺓ ، ﻭﺗﻌﺘﺒﺮ ﺍﻟﻤﺮﺷﺪ ﺍﻟﺬﻱ ﻳﺤ ﺟﺬﺭﻳ ﻋﻦ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ 3009 . 2009 . 1009 ﻓﻲ ﺃﻦ ﺍ ﻷﺨﻴﺮﺓ ﺗﻌﺎﻗﺪﻳﺔ ﺃﻮ ﺗﺘﻀﻤﻦ ﺻﻴﻐﺔ ﺍﻟﺘﺰﺍﻡ ﻣﻦ ﺍﻟﻤﻮ ﺩ ﺃﻮ ﺍﻟﻤﺼﻨﻊ ﺗﺠﺎﻩ ﺍﻟﺰﺑﻮﻥ ، ﻭﺍﻟﺼﻔﺔ ﺍﻟﺘﻌﺎﻗﺪﻳﺔ ﻫﻨﺎ ﺗﻔﺮﺽ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ، ﺃﻤﺎ ﺍﻟﻤﻮﺍﺻﻔﺔ 4009 ﻓﻬﻲ ﺇﺭﺷﺎﺩﻳﺔ ﻓﻘﻂ. ======= ﺱ: ﺯﺍﻭﺝ ﺑﻴﻦ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﻭﻣﻌﺎﻧﻴﻬﺎ. . . ﺱ 2: ﺍﻳﺰﻭ 4009 ﻫﻲ ﺍﻟﻤﻮﺍﺻﻔﺔ ﺍﻟﺜﺎﻟﺜﺔ )ﺻﺢ/ﺧﻄﺄ؟( ﺻﺤﺢ. . . ﺱ. . .
ﻣﺠﻠﺲ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ- ﺍﻟﻤﺠﻠﺲ ﺍﻟﻤﺮﻛﺰﻱ ﻻﻋﺘﻤﺎﺩ ﺍﻟﻤﻨﺸﺌﺎﺕ ﺍﻟﺼﺤﻴﺔ Central Board for Accreditation of Health Care Institutions ) (www. cbahi. org ﺍﻻﻫﺪﺍﻑ ﺩﻋﻢ ﺍﻟﺠﻮﺩﺓ ﻓﻲ ﺍﻟﻤﻨﺸآﺖ ﺍﻟﺼﺤﻴﺔ ﺍﻋﺘﻤﺎﺩ ﻛﺎﻓﺔ ﺍﻟﻤﻨﺸآﺖ ﺍﻟﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺻﻼﺣﻴﺎﺕ ﺍﻟﻤﺠﻠﺲ ﺍﻟﻤﺮﻛﺰﻱ ﻧﺒﺬﺓ ﻋﻦ ﺍﻟﻤﺠﻠﺲ ﺍﻷﻤﻨﺎﺀ ﻣﺠﻠﺲ ﺃﻌﻀﺎﺀ ﺍﻟﻤﺠﻠﺲ ﺍﻟﻤﺮﻛﺰﻱ ﺃﻌﻀﺎﺀ ﻣﺠﻠﺲ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻣﺠﺎﻟﺲ ﺍﻟﻤﻨﺎﻃﻖ ﺍﻣﻨﺎﺀ ﻣﺠﺎﻟﺲ ﺍﻟﻤﻨﺎﻃﻖ ﺻﻼﺣﻴﺎﺗﻬﺎ ﻣﺠﺎﻟﺲ ﻣﻨﺎﻃﻖ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺗﺼﻨﻴﻒ ﻭ ﺗﺄﻬﻴﻞ ﺍﻟﻤﻨﺸآﺖ ﺍﻟﺼﺤﻴﺓﻮ ﺍﻟﺸﺮﻛﺎﺕ ﺗﺄﺴﻴﺲ ﻭ ﺗﻄﻮﻳﺮ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺗﻲ ﻗﻮﻱ ﻭﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﻣﺘﻜﺎﻣﻠﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻛﻤﺮﺟﻊ ﻧﺒﺬﺓ ﻋﻦ ﺍﻟﻤﺠﻠﺲ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﻤﺴﺘﺸﻔﻴﺎﺕ ﺍﻻﻋﺘﻤﺎﺩ ﺃﺨﺮﻯ: ﺗﺄﻬﻴﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﺸﻐﻠﺔ ﻟﻠﻤﻨﺸآﺖ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﻘﺪﻳﻢ ﻣﻘﺪﻣﺔ آﻠﻴﺔ ﺍﻟﻌﻤﻞ ﻣﻌﺎﻳﻴﺮ ﺗﺄﻬﻴﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﺸﻐﻠﺔ ﻟﻠﻤﻨﺸآﺖ ﺍﻟﺼﺤﻴﺔ ﻻﻋﺘﻤﺎﺩ ﺍﻟﺠﻮﺩﺓ
The WHO's constitution states that its objective "is the attainment by all peoples of the highest possible level of health. [1 Its major task is to combat disease, especially key infectious diseases, and to promote the general health of the people of the world. 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ 76
RTTQM Standards What does AMS do ? Asset Management Systems is an independent service organization, which maintains, repairs and manages medical technology in hospitals. We help to ensure that the medical technology used in your hospital is appropriate and provide senior management with information that helps you to make informed decisions regarding the planning, procurement, acquisition, installation, operation and disposal of the medical equipment in your hospital. We do not sell medical equipment. We make sure that the medical technology in your hospital is operating safely for use by the hospital staff on your patients. We pay close attention to the cost. We serve hospitals by saving them money and helping them provide quality care to their patients. Our job is to make sure the hospital's medical team has the appropriate equipment available when they need it to serve their patients. It is our responsibility to ensure this equipment is always working accurately, safely and in the most economic manner. We perform our job professionally, profitably and ethically. We continually strive to improve all aspects of our business. 71 ﺷﻮﺍﻝ 0341ﻫـ ﻣﻮﺍﻓﻖ 6 ﺍﻛﺘﻮﺑﺮ 9002ﻡ 77
Continuous Quality Improvement Initiative TOOLS Getting Started in Continuous Quality Improvement QI Tools www. rsna. org/Quality/starter/Tools. cfm Brainstorming is an organized process for generating a list of ideas about an issue or process. Cause and Effect Diagram A Cause and Effect Diagram (sometimes referred to as a Fishbone Diagram) is used to categorize and organize ideas about contributing factors and their relationships within a process. Team Building Effective Team Meetings
Continuous Quality Improvement Initiative Rad. GETTING STARTED Continuous Quality Improvement Initiative GETTING STARTED When you consider starting a quality improvement (QI) program it is easy to get overwhelmed and not know where to begin. This 'starter kit' of tips, advice and tools is intended to ease you into the process. Before you know it, you'll be doing it! There a couple of concepts you need to know to get started. Introduction QI is intended to be a process used by individuals, healthcare teams, or healthcare systems to improve the care delivered to patients. The focus is on improving: the procedures by which care is delivered the selection of healthcare services delivered the quality of healthcare delivered, or the monitoring of healthcare services. Quality improvement projects can focus on the individual physician/provider or on the healthcare team. The new maintenance of certification (MOC) requirements of the American Board of Radiology (ABR) requires each timelimited certified diplomate must participate annually in the components and competencies of MOC at a pace that accomplishes steady progress toward the fulfillment of the ten-year requirements by the cycle end. Please see http: //theabr. org/moc/ for specifics relating to your certification. There are two major categories of QI projects: Patient safety projects are directed at preventing adverse events. Quality improvement projects are aimed at improving healthcare services and/or procedures. There are five major steps to any QI project: Identify the target of improvement--what exactly are you trying to accomplish ? Measure the size of the problem or the current level of performance Identify areas of vulnerability where things can go off track or quality can suffer Design and implement an intervention (a change) that addresses these vulnerabilities Measure the current performance again. If improvement is observed, then the intervention should become embedded in the policies and procedures of the healthcare organization. You may wish to design another intervention to improve the target process even further. Episodic measuring can track the level of performance over time and help you determine whether the improved performance has been sustained. If no improvement was noted, analysis and discussion should lead to another intervention being selected and tested by repeating the QI process.
Continuous Quality Improvement Initiative Radio. Continuous Quality Improvement Initiative The QI Team We’ve all heard that healthcare delivery is delivered within a “system. ” What does that mean? It means that most processes, problems, and successes are the product of groups of people acting together. While in theory any individual can do a QI project by him or herself, most projects will be conducted by groups of people involved in the targeted process. The easiest and probably most successful way to learn and do QI is to assemble a team of “stakeholders”-individuals that represent groups that are involved in and want to solve problems. Optimally, there should be representation from any group in the organization that “touches” service delivery. Major examples would be physicians, nurses, utilization reviewers, administrators, practice managers, etc. Teams can get too big--if you get more than 8 -10 people the team meetings and discussions can get unwieldy. This may mean making some choices about the key groups to participate or, conversely, assembling project teams whose composition varies depending on the targeted process for improvement. If team members will vary by project, it will be important to have some individuals that are constant across the various project teams. Teams are most effective when participants are willing and interested. At the same time, QI cannot really succeed without some buy-in from organizational leaders. Selection of team members should therefore be done in consultation with organization leaders, who can assist in identifying interested and appropriate members and are able to authorize the time for them to participate.
Quality assessment and improvement: what radiologists do and think? CH Deitch, WC Chan, JH Sunshine, MD Zinninger, PN Cascade and ST Cochran Research Department, American College of Radiology, Reston, VA 22091. OBJECTIVE. The main objectives of the study were as follows: first to study the nature and extent of radiologists' involvement in and their attitudes toward quality assessment (QA) and continuous quality improvement) CQI)/total quality management (TQM) in hospitals and in offices; and second, to ascertain whether differences in size, type, and location among hospitals and nonhospital radiology offices affect the QA and CQI/TQM activities of radiologists. We analyzed data from a national survey conducted by the American College of Radiology (ACR) in 1993. MATERIALS AND METHODS. Questionnaires about QA and CQI/TQM activities and attitudes were mailed to 216 hospital-affiliated diagnostic radiology group practices using a sample selected from the ACR master list of radiology practices in the United States. The response rate was 90%. A stratified random sample ensured representation of different geographic regions, various group sizes, and both academic and nonacademic groups. Responses were weighted so that our data show what answers about hospitals would have been if (i) the survey had been answered by all hospital radiology departments in the United States (except for those few staffed by solo practitioners or nonradiologists) and (ii) our questions about nonhospital offices had been answered by all radiology groups in the United States (except those few having no hospital activity). RESULTS. The majority (86%) of hospital radiology departments report having a program to monitor and evaluate physicians' performances. Fifty-one percent collect incorrect diagnoses by specific radiologist. Twenty-eight percent collect some of their QA data through computerized information systems. We found some statistically significant differences by hospital size and location, with larger hospitals and urban hospitals being more likely to engage in some QA activities. Multivariate analyses, once controlled for hospital size and location, found no significant differences in QA activity between university and community hospitals or between hospitals with and without a residency program. QA and CQI programs were less common in offices than in hospitals. With the exception of mammographic interpretations, most practices did not monitor and evaluate physicians' performances in the office setting. Respondents representing 58% of hospital radiology departments thought that QA and CQI contributed to improvement in patient care. Only 19% of radiology practices answered that CQI has been of cost benefit to their organization. CONCLUSION: Most radiology practices engage in a variety of QA and CQI activities in hospitals. However, this is less true in offices, in which radiologists have more discretion, and radiologists remain skeptical about the usefulness of CQI. www. ajronline. org/cgi/external_ref? tag_url=http: //www. ajronline. org/cgi/content/long/163/5/1245&titl e=Quality+assessment+and+improvement: +what+radiologists+do+and+think+-+Deitch+et+al. +163+(5): +1245+--+Am. +J. +Roentgenol. &link_type=CITEULIKE www. ajronline. org/cgi/external_ref? tag_url=http: //www. ajronline. org/cgi/content/long/163/5/1245&title =Quality+assessment+and+improvement: +what+radiologists+do+and+think+-+Deitch+et+al. +163+(5): +1245+--+Am. +J. +Roentgenol. &link_type=COMPLORE
The mission of the Radiological Society of North America is to promote and develop the highest standards of radiology and related sciences through education and research. The Society seeks to provide radiologists and allied health scientists with educational programs and materials of the highest quality, and to constantly improve the content and value of these educational activities. The Society seeks to promote research in all aspects of radiology and related sciences, including basic clinical research in the promotion of quality healthcare. The Society seeks to foster closer fellowship among all radiologists and greater cooperation among radiologists and members of other branches of medicine and allied healthcare professionals. The Society's success in achieving its goals in education and research is due to the high level of professionalism of its members and other colleagues who generously share their scientific knowledge and administrative abilities http: //www. rsna. org/Quality/gettingstarted/The-QI-Team. cfm
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