97.1 percent perfect: healthcare leadership's Pinto

• Published in: Journal of healthcare management 2005-03, Vol.50 (2), p.87-93
• Main Author: Rona, J Michael
• Format: Article
• Language: English
• Subjects: Accountability; Anesthesia; Defects; Delivery of Health Care - organization & administration; Delivery of Health Care - standards; Errors; Health administration; Health care industry; Hospitalization; Hospitals; Leadership; Medical errors; Patient safety; Professional Role; Quality management; Quality of Health Care; Quality of service; Six Sigma; Social Responsibility; Total quality; United States
• ISSN: 1096-9012; 1944-7396
• DOI: 10.1097/00115514-200503000-00005

The lead story in the March 16, 2003, edition of The New York Times Magazine, entitled "The Biggest Mistake of Their Lives," chronicles the struggles of four survivors of medical errors. In spite of endless articles conveying dire warnings, healthcare leaders have seemingly accepted that little can be done and the customer will have to bear the results of poor quality. other industries, certain measures of quality or defect rates are used. One that is commonly used is Six Sigma. A defect-free product is possible in healthcare, just as it is in other industries, but its introduction and implementation depend on leadership. Virginia Mason Medical Center (VMMC) is one example of an institution that experimented with but failed at Total Quality Management (TQM). Healthcare leadership has to realize that its lack of vision and accountability and fear of change are allowing the continued production of a product that is terribly unsafe to its users.