Section- B

Group- 3
Ankit Patel
Ashish Mann
Bhavuk Gupta
Aswin Vinod

Alliant Health System: A vision of Total Quality

Alliant was a pioneer for TQM in the Healthcare Industry. Their strategy and implementation plan
were as sound as it could be, with no prior TQM strategy in the Healthcare industry to reference. In
almost every analysis, Allaint's control chart demonstrated reductions in variation of Treatment
patterns, Length of stay &Resources consumed. Alliant had majority commitment, but the few
reduced the level of success. The Healthcare industry as a whole continues to explore TQM, but
with advancements in technology other quality perspectives are being explored.

Alliant's Initial Implementation:

▪ Steve Williams, the first VP of Quality, created a think tank to brainstorm and devise a strategy.
▪ Their strategy was a 10-point action plan to ensure quality was at the center of Alliant.
▪ Members of a quality Council established by the strategy, would each head Quality Management Team
(QMT) that would help implement the 10 point plan through the initiatives described earlier.
▪ Implementation was overall success in establishing TOM policies and programs at Alliant, but
there was more that could be done.
▪ Full buy in and financial concerns were major barriers to completely successful implementation.

Alliant's TQM Components:

▪ CARES - Identifies dimensions of quality that can be measured and improved and serves as
an outline for quality goal-setting and review. Most managers found it highly effective.
▪ EQUIP - Suggestion program where employees could submit ideas for increasing revenue
decreasing costs, or simplifying work practices. Eventually judged as fairly effective.
▪ Quality Improvement Teams - They adopted Florida Power & Light's methodology which
prescribed specific analytical tools and helped a team work from problem statement to
action and future plans. Some QIT’s worked, and same didn't.
▪ Critical Paths - CP's facilitated the proper use of resources as quality was maintained
or improved.

Alliant's IT Structure:
▪ Initial IT Structure
The IT System in health care at that time was very accounting-driven but this kind of thinking
has outlived its usefulness. The Administrative staff used a stand alone application system. The
clinical support used a stand alone application system and the clinical image and radiology had
no computing support.
NNC’s consulting firm analyzed Alliant's current IT structure and showed that both Alliant's
administrative and clinical systems fell short of the benchmark for adequate functional quality.

▪ New IT Strategy
The new strategy saw a shift in focus from narrow departmental needs to patient-oriented
systems. It allowed physicians, clinical support professionals, administrators to share information
and dive continuous improvements. It replaced all clinical support systems throughout all three
hospitals with a new core system called HELP from 3M.

Advantages of TQM Strategy:

If Alliant physicians and employees all buy in and the strategy works, Alliant could experience
many advantages such as:
▪ Cost Reduction
▪ Increased Labor Profitability
▪ Patient Satisfaction and Loyalty
▪ More Accurate information Systems
▪ Improved Employee Morale