title: Partners in quality: managing your suppliers.
abstract: Just expecting more from your supplier is not what partnership is about. We have had the experience where the quality improvement and partnership banner has been waved but the tone and spirit of the meeting did not encourage or support a joint quality improvement effort. Benefits will not be achieved until the wall truly begins to come apart and the relationship is built on mutual respect and trust. Data collection and open answers to questions often reveal embarrassing errors and obvious needs for improvements. As stated before, blame and finger-pointing must be replaced with a mutual commitment to asking and answering the question, "How can we improve?" As Dr. W. Edwards Deming has stated, "End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item on a long-term relationship of loyalty and trust." The structured approach of a quality improvement process and the application of quality methods and techniques has proven useful in removing emotion and helping the team focus on the process rather than the people and the issues involved. Quality improvement methods are focused on achieving both customer and supplier goals--customer satisfaction, employee satisfaction, and operational efficiency and effectiveness. Our experience with Partners in Quality as well as our experience with the quality leadership process supports a recent quote in the Harvard Business Review: "Quality is not just a slogan...(it is) the most profitable way to run a business."
authors: Baxter Healthcare Corporation, Deerfield, IL.
authors: B A
authors: BA
authors: Conway
mesh_terms: D003132:Commerce / Q000458:organization & administration*; D004865:Equipment and Supplies, Hospital / Q000600:supply & distribution*; D007373:Interinstitutional Relations; D007857:Leadership; D008421:Materials Management, Hospital / Q000458:organization & administration*; D011786:Quality Control; D014481:United States