alliant health systems
Alliant Health Systems
Alliant Health System: A Vision of Total Quality
1. Is Alliant’s strategy Sound? What does it have to do well to succeed?
a. No strategy is totally sound.
b. On paper, Alliant’s strategy would seem sound but, even though over the past five years they have made progress, Alliant has hit a few snags along the way that has prevented their strategy from becoming truly sound.
i. They have only been able to lay down a foundation.
c. Alliant is faced with “a culture and a climate that is inhospitable to the TQM philosophy.” ii. CEO Wolford states the he cannot “point to any one area that demonstate[s] we are substantially better than our competition.”
d. “Alliant had achieved breakthroughs in organizational learning at each step in their TQM journey.”
e. CARES+ - “basic outline for quality goal-setting and review”; bureaucratic
f. EQUIP – “employees used it as a substitute for talking to their managers about day-to-day issues”
g. Quality Improvement Teams – weren’t able to “bite off little pieces” and instead tried to solve “world hunger” problems; only able to come up with programs but was not capable implementing them; some have been “going on for over a year with nothing to show for it”
h. Critical Paths – Unable to monitor rate of compliance, statistics was anywhere from 2% to 70%
i. Have to do well to succeed: iii. Alliant needs to get everybody on board with Total Quality Management (TQM) for their strategy to succeed.
1. The quality process still needs a jumpstart.
2. Some physicians are reluctant to adopt the new way of thinking. iv. Implement an IT system that “support[s] TQM and provide[s] Alliant with the information it need[s] to manage its evolution into the health care organization of the future.”
v. Create a central quality organization that could come up with programs and implement them.
2. How well have they implemented the quality strategy?
j. Alliant came up with guiding principles and a 10-point action plan
Alliant Health System: A Vision of Total Quality
1. Is Alliant’s strategy Sound? What does it have to do well to succeed?
a. No strategy is totally sound.
b. On paper, Alliant’s strategy would seem sound but, even though over the past five years they have made progress, Alliant has hit a few snags along the way that has prevented their strategy from becoming truly sound.
i. They have only been able to lay down a foundation.
c. Alliant is faced with “a culture and a climate that is inhospitable to the TQM philosophy.” ii. CEO Wolford states the he cannot “point to any one area that demonstate[s] we are substantially better than our competition.”
d. “Alliant had achieved breakthroughs in organizational learning at each step in their TQM journey.”
e. CARES+ - “basic outline for quality goal-setting and review”; bureaucratic
f. EQUIP – “employees used it as a substitute for talking to their managers about day-to-day issues”
g. Quality Improvement Teams – weren’t able to “bite off little pieces” and instead tried to solve “world hunger” problems; only able to come up with programs but was not capable implementing them; some have been “going on for over a year with nothing to show for it”
h. Critical Paths – Unable to monitor rate of compliance, statistics was anywhere from 2% to 70%
i. Have to do well to succeed: iii. Alliant needs to get everybody on board with Total Quality Management (TQM) for their strategy to succeed.
1. The quality process still needs a jumpstart.
2. Some physicians are reluctant to adopt the new way of thinking. iv. Implement an IT system that “support[s] TQM and provide[s] Alliant with the information it need[s] to manage its evolution into the health care organization of the future.”
v. Create a central quality organization that could come up with programs and implement them.
2. How well have they implemented the quality strategy?
j. Alliant came up with guiding principles and a 10-point action plan