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Quality Objective

TMH aspires to be a patient-friendly hospital providing comprehensive quality healthcare.

It aims to provide prompt and efficient treatment to Tata Steel employees, their dependents and community at large.

TMH shall achieve this through optimum utilization of resources, ethical practice and improvement in its process, technology and human resource and through fostering an environment of academic excellence.
- General Manager (Medical Services)

TQM Practices

TQM practices at Tata Main Hospital

The Quality Journey at TMH began in 1994 with Value Engineering (VE) and Quality Improvement Projects (QIP). In 1995, the JN Tata Excellence Model was adopted, and in 2000, TMH bagged the S. Vishwanathan award for being the division in Tata Steel exhibiting maximum improvement. The ISO system at TMH had been established in 1997, with certification to TIS- 13004-2 (internal standards of Tata Steel) in 1999. The hospital has recently received ISO-9001: 2008 certification.

The Annual Business Plan (ABP) of the hospital is cascaded to all departments by identifying the Key Performance Indicators (KPI) linked to the ABP measures. The departments then take up projects based on Juran methodology to bring about improvement in the departmental process parameters.

Small Group Activity (SGA) ensures all employees contribute to the improvement initiatives through Kaizens in their area of work.

These improvement activities are reviewed regularly in the departmental weekly review meetings and in the operational and strategy steering committee group meetings to ensure that the Medical Division’s goals are met.

Quality management system

The Tata Main Hospital (TMH), Jamshedpur has been awarded the ISO 9001:2008 Certification by the Indian Registry of Quality Systems (IRQS), Mumbai.

The certification process is a culmination of the tireless effort of the entire staff of TMH over the past two years. A group of 37 internal auditors and the core quality team worked to put systems and processes in place. Customer satisfaction is a prime requirement of all quality management systems. The process of capturing customer complaints and obtaining unbiased patient feedback was initiated. Based on the patient needs identified, a number of initiatives were undertaken to improve satisfaction levels. These include the telephonic registration system, extended OPD timing, reduction in discharge times for patients and cycle times for diagnostic tests. The increase in OT availability through vertical OT system resulted in decreased waiting time for patients awaiting surgery. Behavioural training was given to doctors and nurses to improve patient satisfaction.

A robust review mechanism was set up to monitor the important operational parameters. Walk-through audits helped to identify issues related to workplace safety, cleanliness and 5-S.

With a dedicated and focused approach towards making a positive change in the hospital, the entire staff enthusiastically underwent a series of audits to ascertain their preparedness for the IRQS pre-certification and certification audits.