Quality Challenges for Professional Associations

Article

Flaherty, Richard G.   (1998, ASQ)   American Association for Clinical Chemistry, Washington, DC

Annual Quality Congress, Philadelphia, PA    Vol. 52    No. 0
QICID: 10691    May 1998    pp. 249-258
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Article Abstract

Implementation of a quality program in the American Association for Clinical Chemistry (AACC) involved quality approaches to membership and staff. Like other professional associations, the AACC is similar to a small business, except for the role of members and the committee structure. Although the AACC seemed to be functioning well, the board of directors was too involved in day-to-day operations; the committee structure was too complex; and internal systems were not well understood or documented. To improve membership aspects of the organization, the AACC board established a governing policy and an evaluation policy. The latter would identify goals and the means to monitor achievement. The first overall evaluation used attitudinal measures to analyze members' perceptions of achieved outcomes. To improve staff operations, the AACC increased staff awareness of quality standards and initiated a systematic review of processes. This led to publication of the AACC quality plan, which included its mission, vision, core values, and goals. The core values were: customer-driven quality; leadership; continuous process improvement and learning; employee participation and development; results; and management by fact. Three core processes have been improved recently: book fulfillment, magazine editing, and membership processing.

Keywords

Core values,Core processes,Case study,Evaluation,Quality improvement (QI),Process improvement,Process analysis,Policies


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