Frequently Asked Questions
Q. Why are we implementing the Michigan Quality System (MQS)?
What do we hope to achieve?
A. The Michigan Quality System (MQS) is part of our continuing effort
to improve quality, safety, efficiency and appropriateness across our three missions of patient care, education and research within Michigan Medicine. It combines the strength and success of our Continuous Quality Improvement Program with new tools and techniques
to provide a more robust approach to quality improvement.
Q. What does Michigan Quality System (MQS) offer that our Continuous Quality Program and our other efforts don't? How is it different?
A. The Michigan Quality System (MQS) folds in the Continuous Quality
Improvement Program; it doesn't usurp it. The Michigan Quality
System uses the incremental approach to improving quality
offered through Total Quality principles and combines that
with the rapid identification and reduction of waste that
is the hallmark of the Toyota Production System. Once the waste is identified, it can be redirected to produce value. Lean Thinking uses many CQI tools, such as Plan-Do-Check-Act and root cause analysis.
Q. Is this an effort to cut people or costs? Will
people lose their jobs?
A. No. The Michigan Quality System (MQS) is not an effort to cut
people or costs (though costs often do decrease as a result
of process improvements), or to make people work harder. Rather,
it is an effort to make work flow smoother, and employees less stressed and more productive. The end goal is to bring more value to the customer.
People will not lose employment as a result of this effort,
though changes in work will occur. Employees may not be always
performing the same tasks in the same area if improvements
in processes affect how and what type of work needs to be
completed. They may be asked to take on a different role in
another part of the institution.
Q. How were the initial projects chosen?
A. There were a number of important factors that went into
selection of the initial projects. See the projects page for details.
Q. How can I suggest an idea for consideration?
A. E-mail or call Jeanne Kin or
other members of the work team.
Q. Will all managers be trained at once?
A. No. We believe the best way to learn these methods is to
learn lean by doing. Training people long before they will
use the tools is less valuable. As other industries and health care entities have done, we will use "just in time" Training.
Rather than training all managers or all staff on the techniques,
we will identify projects and focus training on only those people who
will be involved in improving those areas.