By H. J. Heiniger (auth.), C. Th. Smit Sibinga, P. C. Das, H. J. Heiniger (eds.)
TQM AND TAYLORISM; HOW THEY evaluate H. Bremer Preface the commercial global this day is split among camps: a tradition in keeping with the rules of overall caliber administration (TQM), built within the some distance East, and one nonetheless strongly inspired through the origins of "Scientific Management", intro duced within the West via F.W. Taylor and others on the flip of the century. This divergence could be proven to have arisen within the final 40 years, lengthy adequate for a brand new new release of managers and corresponding tradition to emerge. the 2 cul tures are so deeply entrenched that it's tough for one to alter to the opposite. even if, there's powerful facts to help the rivalry that people-oriented TQM is more advantageous, and people businesses clinging to Taylor versions now face diffi cult judgements. activities by means of Taylor-companies to maneuver to TQM rnight weH be hindered instead of helped via using current caliber insurance criteria, built through Taylor-oriented nationwide and foreign criteria Institutions.
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Additional resources for Good Manufacturing Practice in Transfusion Medicine: Proceedings of the Eighteenth International Symposium on Blood Transfusion, Groningen 1993, organized by the Red Cross Blood Bank Groningen-Drenthe
Br Med J 1953;2:390-1. 8. Binder LS, Ginsberg V, Harmel MH. A six year study of incompatible blood transfusions. Surg Gynecol Obstet 1959;108:19-34. 9. Consensus Development Panel, National Institutes of Health. Perioperative red blood cell transfusion. JAMA 1988;260:2700-3. Schmidt PJ, Kevy SV. Sources of error in a hospital blood bank. Transfusion 1963;3: 198-201. Kwa SB, Ariff KB. Blood banking errors: A two year prospective survey. Singapore Med J 1966;7:178-84. 12. Lacerte JM, Kane VM, Cohen P.
If we accept that errors in the field of transfusion medicine are the primary cause of morbidity and mortality and implicitly refIect adeviation from a standard procedure, then the necessary elements of a QA program are readily apparent and will provide means for error control (prevention and an efficient quality management system. Focused on the objective of a safe and effective transfusion practice, these necessary elements are: - Standards and Standard Operating Procedures (SOPs); - Job descriptions; - Teaching and training; - Control of equipment (Equipment Operating Procedures (EOPs)) and reagents; - Monitoring and evaluation of performance of personnel, equipment and reagents; - Monitoring and evaluation of efficacy (including safety) of end products.
7. QA unit will ensure there is a plan for certifying all trainers. 23 8. QA unit will ensure that each employee has completed training prior to assuming any duties except in those instances requiring on-the-job training. 9. QA unit will ensure existence of indicators to trigger the need for retraining/training. QA unit will ensure existence of a written plan to evaluate and document effectiveness of training at least annually. QA unit will ensure training program inc1udes the following: - New employee orientation - cGMP training - SOP training/technical training - Supervisory/managerial training - QA training - Computer training - Continuing education and training Not inc1uded in the QA guidelines, but critical to the success of implementing a QA program are the following specific types of training: - Quality awareness training defining the organization's expectation for quality performance.