Quality Improvement Team’s Functionality in the Organisation


Improving Quality in business is identifying reasonable solutions to provide means to better products and service delivery. This method is a team process because a group supports the skills, experience, knowledge, and ideas of different experts, resulting in persistent improvements. The following is a discussion of the steps of finding the main issues in the company and ways of addressing the shortcomings related to Quality.

Creating Infrastructure which Supports Team’s Work

This process is the initial step because, without a plan, the group runs the risk of no apparent purpose, no resources, and no course. Establishing a Quality improvement infrastructure includes pulling together interdisciplinary oversight groups like a quality council. Then, develop skills of group members in collecting data and analysis and identifying experts internally or consultants from outside the organization who will have skills and training in improving Quality (Beiler et al., 2019). This process is very vital for the excellent progression of the process.

Chartering the Team

In this stage, as the second step, according to Green et al. (2017), establishing an explicit parameter with a schedule for the quality improvement project and defining the team goals should also happen. The last result of this stage is a group charter that offers a brief explanation of the study process and why the procedure requires improvement. Also, offer information on how the team demonstrates that the process has improved and resources available for the procedure meetings, and finally, how the team is supposed to communicate progress with the quality council.

Recruiting Team Members

According to Moore et al. (2017), this procedure is the third step in this process, and the group should contain a few members for easy management during the process. Then, include enthusiastic members interested in the discussion who are volunteers and not people appointed, then select the head and facilitator of the group. The leader of the group keeps account of everyone’s progress towards the charter objectives. The facilitator monitors participation and interaction in the process by intervening as necessary, which results in the adequate performance of the procedure.

Running Effective Meetings

This stage is the fourth step after recruiting members (Scoff and Duffy, 2021). This process identifies methods or tools the team requires to enable group idea generation, decision-making, and assigning responsibility and time for each part of the plan. The meeting involves introducing members, stating the role of each member, and the duties of the facilitator and leader of the group. Also, developing an action plan at this stage and proposing an agenda for the next meeting.

Quality Improvement Team Working Process

According to Leis and Shania (2017), this process is the fifth step in the approach, and the most applied method is FOCUS-PDSA. FOCUS is defined as finding a strategy to upgrade and organize the group and its tools of work. Then, clarify present information about the procedure, understand variation sources, and explain the steps involved and intervention selection. PDSA stands for planning ways of fulfilling the intervention and doing the process. Then, studying the procedure to see if the intervention has improved and acted on what learning entails, this model forms the next step to follow in this approach.

Finding Process to Improve, Organizing the Procedure, and Clarifying Knowledge

This method is the sixth step in the process, emphasizing quality improvement affects processes and not people or single stages. Choosing the strategy to address staff members is one that can way to know if interventions are effective. Organizing the steps means assembling the team and resources that are most efficient in affecting necessary improvement and selecting one staff from the department relevant to issues understudy as the leader. Then clarifying current knowledge requires the team to use its baseline date to search results (Nkolo, 2021). This stage is essential in identifying quality interventions for the issue under study.

Understanding Sources of Process Variation and Selecting Improvement

This procedure is the second last stage of the method, according to Leis and Shojania (2017); the central premise of quality improvement is that improvement that can not happen until a complete understanding of the process happens. It is then establishing a flowchart that determines the stages of the procedure to change follows. This stage includes putting up the procedure boundaries, and developing and agreeing on the main steps of the entire method. Selecting improvement by defining the approach correctly and assembling information, the group chooses a solution.

Plan, Do, Study, and Act (PDSA)

This model is the last stage in this approach, according to Leis and Shojania (2017); planning on effecting the solution identified is the most challenging step. The process requires determining the person who will print the flowsheets, and making sure the flowchart is on the initial page of the study records. Doing action follows after the initial stage, in this step, the team is finally able to perform a plan concerning the project. Then follows the study stage after doing the process is over, this stage happens once enacting change and allows enough time for the transition to effect occurs, then reviewing and evaluating the results goes on. The last part of this process is acting, reflecting, and working on the team’s products. The step may involve getting back to the planning stage and establishing intervention.


A quality improvement team is vital in developing products and services in the market. This approach also helps in solving product quality issues hence raising the company’s returns. Every company should consider forming a team of experts to solve problems arising by following the procedures discussed. The process leads to quality delivery of services and product to the market, hence giving a positive result and improving the organization’s reputation.


Beiler, J., Opper, K., & Weiss, M. (2019). Integrating research and quality improvement using team STEPPS: A health team communication project to improve hospital discharge. Clinical Nurse Specialist, 33(1), 22-32.

Green, B. B., Fuller, S., Anderson, M. L., Mahoney, C., Mendy, P., & Powell, S. L. (2017). A quality improvement initiative to increase colorectal cancer (CRC) screening: Collaboration between a primary care clinic and research team. Journal of Family Medicine, 4(3).

Leis, J. A., & Shojania, K. G. (2017). A primer on PDSA: Executing the plan–do–study–act cycles in practice, not just in name. BMJ Quality & Safety, 26(7), 572-577.

Moore, J. A., Conway, D. H., Thomas, N., Cummings, D., & Atkinson, D. (2017). Impact of a peri‐operative quality improvement program on postoperative pulmonary complications. Anaesthesia, 72(3), 317-327.

Nkolo, E. K. K. (2021). Leadership, quality improvement, team functionality, and HIV viral load suppression in Uganda (Doctoral dissertation, Walden University).

Scott, E., Lindow, S. W., & Duffy, C. C. (2021). Assessment of operating room team members’ ability to identify other team members in the operating room, a quality improvement exercise. Irish Journal of Medical Science (1971-), 1-3.

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