Abstract
In order to achieve the standard and effectiveness of care and finally to enhance the quality of life of
people, strategies to improve the quality of services is an important approach for both public and private
health sectors. Mayo Hospital is one of many hospitals that has implemented the TQM/CQI, as recommended
by the Hospital Accreditation (HA) standard for a health promotion Hospital. In addition, Mayo Hospital has applied the criteria for the TQA award in order to evaluate the outcome of implementation.
The purposes of this study were to describe the strategies and outcomes related to the implementation of
quality improvement of services at Mayo Hospital based on the six aspects of the TQA criteria. Both
qualitative and quantitative methods were used in this study. A questionnaire was sent to health personnel
asked about the working atmosphere and organizational environment. In addition, in order to gain
better understanding about the organization’s vision, facilitating and inhibiting factors and lessons learned,
in-dept interviews were held with seven administrative staff and document analysis of a self-assessment
form was conducted. Content analysis was applied for assessing the qualitative data, while quantitative
data were analyzed using percentage, mean, and standard deviation.
The results of this study revealed that, based on six aspects of TQA, leaderships and patient-customer
focused aspects were at the level of improving, while strategic planning and internal process were
at the level of awareness to improving. In addition, the MIS and human resource, development and
administration were at the level of “awareness”.
The strengths of Mayo Hospital were that the administrative team had good understanding about
quality development while the health personnel were involved in determining the directions and goals of
the organization. In addition, patient and customer centered care is their priority of the services. The
coordination among departments was well developed. However, there were areas that needed improvement,
including dissemination of the organizational mission so that it could be transformed into practice,
the information system, the development of practice guidelines or standards of patient-centered care in
all departments, human resources developments, and collaboration and coordination across departments.
