Several ways quality circles and feedback loops can be used within health care organizations to strengthen quality management initiatives and activities.

Quality circles are groups of employees that meet regularly to consider ways of resolving problems and improving production in their organization. According to online encyclopedia, “A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs.” The mass majority of these circles consist of employees working together in an operation, who meet at regular intervals to discuss problems of quality and to devise solutions for improvements. In my opinion, quality circles work best if led by an on-site supervisor or a senior worker independent of production and production management. Secondly, quality staff or quality circles and feedback groups are normally small in number and often transfer information to upper or senior management by way of Pareto charts and graphs and other data, which is the greatest expose of trending quality patterns. Exhibit 1 Thirdly, according to an online blog, “Quality circles and feedback loops are curriculums that are composed of employees or consumers that aid companies and healthcare organizations in arbitrating, analyzing, and solving work-related issues, presenting the solution to supervisors, and implementing the solutions themselves to improve performance in health care organizations.” Feedback loops are often described as people, this particular feedback group is an automated interactive voice response system (IVRS) that initiates a phone conversation with a patient with their permission, and then asks questions about their visit with the healthcare organization they visited. There are many pros and cons as it relates to this type of response system. There aren’t any Information Technology systems that are obsolete, when it comes to technical or system issues and breakdowns. Fourthly, online sources, noted that quality circles and feedback loops are programs made up of employees and or consumers that assist companies and healthcare organizations in determining problematical issues, communicating what they believe problems are, and finding potential resolutions to repair the problem. Members of these groups must be prepared to work as a collectively and objectively, as a unit to improve outcomes and to promote efficiency while reducing errors .There are a few ways quality circles and feedback loops can be used within health care organizations to strengthen quality management initiatives and activities and are as follows: Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique. The sessions can be used as a brain storming session. This process provides the healthcare organization needed information to compile and provide a better value for patient satisfaction. In conclusion, with regard to quality, quality control circle (QCC) members must be able to perform their inspections in an environment of trust and empowerment and without fear of retaliation or obstruction of power by upper management. The reported results must remain unbiased and neutral. “Introduction Quality circles, as a participatory management technique, offer one alternative for dealing with frustration and discontent of today’s workers.” (Hosseinabadi, R., Karampourian, A., Beiranvand, S., & Pournia, Y. (2013). Furthermore, it is encouraged that upper management appoint a manager as the mentor of the team, charged with helping members of the circle achieve their objectives. Production managers, in no way should not have direct influence or say over the independent quality circles, as this is conflict of interest. Likewise, if properly implemented, quality circles and feedback loops can be utilized to improve these certain functions within your organization and are as follows: a. Problem identification b. Problem selection c. Problem analysis d. Generate alternative solutions e. Select the most appropriate solution f. Prepare plan of action g. Present solution to management h. Implement a solution References 1. Cahil, S. (2013). Thoughtful feedback loop: A nurse’s approach to personal and organizational improvement. American Nurse Today, 8(6). 2. Hosseinabadi, R., Karampourian, A., Beiranvand, S., & Pournia, Y. (2013). The effect of quality circles on job satisfaction and quality of work-life of staff in emergency medical services. International Emergency Nursing,21264-270. doi:10.1016/j.ienj.2012.10.002 3. McLaughlin, C. P., & Kaluzny, A. D. (2013). Continuous quality improvement in health care. Sudbury, MA Jones and Bartlett, ISBN:9780763781545 Enter the Holiday Sweepstakes for a chance to win a Generous Minims Gift Set. A $56 Value. Valid 12/2-12/29