A New Business Reconfiguration –
The Case of the Lebanese Health Care Institutions
FEATURED PAPER
By Lola Saliba
Labanon
Abstract
Taking into account that the global market challenges will create new business concepts that will be affected by ultimate technological advancements, this project highlights the importance of including financial KPI’s and methodical development in the Total Quality Management system of an organization. Data was collected through a triangulation procedure built on a contemporary-structured literature review and qualitative-empirical methods (13 interviews) with a selected team of Engineers, strategic management experts, and certification managers in international standards. When reviewing our work within the context of the Lebanese Health Care Institutions during the recent pandemic situation (the managerial implications regarding the absence of financial KPI’s) and methodical practices the results outlined a gap in the quality management control system. The originality of our work comes from the formulation of a new business model (the ‘’Airplane Model’’) that crisscrosses the airline industry (using the airplane shape and structure) and the healthcare system (as a case study) and takes into consideration the technological advancements impact on practical decision-making processes and business continuity.
Key Words: Total Quality Management, Business Model, Healthcare Management, Technological Advancement, Financial Key Performance Indicators, Networking System.
Vocabulary
| Products – Goods and services |
| PDCA – Deming Wheel (Plan – Do- Check –Act) |
| Take –Off – Start-up or Kick-off |
| Landing – Arriving to destination, or achieving purpose |
| TQMS – Total Quality Management System |
| QMS – Quality Management System |
| Pivot – Center of Gravity |
| Fuselage – The long hollow tube, or body of the aircraft. |
| Wings – Foils of the aircraft |
| Empennage – The tail end of the aircraft |
| Power Plant – Engine and the propeller of the aircraft |
| Landing Gear – Used to help an aircraft take off and taxi, including wheels. |
| No-Go- Item – Non-conformity that prohibit the take-off |
| Go-Item – Non-conformity that allows the take-off |
| COPQ – Cost of poor Quality |
| ISO – International organization for standardization |
Introduction
- General Outline
Quality Management Systems are designed and developed to monitor, check, and improve the organization’s products in order to deliver a customer value and achieve customer satisfaction. Although many theories treating both the financial impact and as well of the implementation of TQM in any organization were indeed developed, till date the financial KPI’s and technology-related methods are not considered as a part of the TQMS (even within the context international standards). Considering ISO standards, 9001:2015 or any other standard that is related to the management system, one may notice that the financial part is omitted. Depending on the definition given by David Garvin from the Harvard Business School, Total Quality Management is ‘’ […] the management of the whole to achieve the excellence of the products’’; We understand that we can no longer exclude the Financial strategy and control from the Quality Management Wheel (PDCA) premeditated by Edward Deming or other theory. Although researchers discuss the importance of decreasing the cost of poor quality (COPQ), yet all international standards and norms related the Quality Management System indirectly exclude it and it was not listed under a specific clause.
- Research Context
Based on the current scholastic knowledge, the importance of any quality management system in an organization is indeed emphasized – however, the financial component is not always taken into consideration. Hence, we find ourselves in front of a new research dilemma: How can a Business Model clarify the components of the organization within a TQM perspective in order to ensure its continuity?
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How to cite this paper: Saliba, L. (2021). The Airplane Model: A New Business Reconfiguration – The Case of the Lebanese Health Care Institutions; PM World Journal, Vol. X, Issue VIII, August. Available online at https://pmworldlibrary.net/wp-content/uploads/2021/08/pmwj108-Aug2021-Saliba-the-airplane-model-new-business-reconfiguration.pdf
About the Author
Lola Saliba
Lebanon
Lola Saliba is a senior MBA student at the school of Business Jadra-campus at Arts, Sciences and Technology University of Lebanon (AUL). She is also an I.R.C.A certified lead auditor in quality management since 2014 and worked as quality management consultant. She is a student researcher interested in new business concepts and modules, e-learning outcomes and its implication on the future workforce. she received her O.S.H.A certificate from the U.S.A. as a safety supervisor for general industry in 2017. She was assigned as a board member in a local N.G.O for four consecutive years, studied and received a diploma in N.G.O management from La Sagesse University in April 2018. Lola can be contacted at lola.saliba.n@gmail.com or Lsaliba@qd-consult.com .
