With reference to the relevant theory and the information in the case study, provide an analysis of the improvement cycle used by AllantiCare Make use of the relevant examples to justify your answer Total Quality Management (TQM) isn't an easy management strategy to introduce into a business; in fact, many attempts tend to fall flat. More often than not, it's because firms maintain natural barriers to full involvement. Middle managers, for example, tend to complain their authority is being challenged when boots on the ground are encouraged to speak up in the early stages of TQM. Yet in a culture of constant quality enhancement, the views of any given workforce are invaluable. One firm that's proven the ment of TQM is New Jersey-based healthcare provider AtlantiCare. Managing 5,000 employees at 25 locations, AllantiCare is a serious business that's boasted a respectable turnaround for nearly two decades. Yet in order to increase that margin further still, managers wanted to implement improvements across the board. Because patient satisfaction is the single-most important aspect of the healthcare industry, engaging in a renewed campaign of TQM proved a natural fit. The firm chose to adopt a 'plan-do-check-act' cycle, revealing gaps in staff communication - which subsequently meant longer patient waiting times and more complaints To tackle this, managers explored a sideways method of internal communications. Instead of information trickling down trom top-to-bottom, all of the company's employees were given freedom to provide vital feedback at each and every level AllantiCare decided to ensure all new employees understood this quality cutture trom the onset. At orientation, staff now receive a crash course in the company's pertormance excellence lramework - a management system that organises the litm's processes into five key areas quality, customer service, people and workplace, growh and financial performance As employees nise through the ranks, thas emphasis on mprovement follows, so manugers can operate within the company's tight-loose-ight process management style. After creating benchmatk goals for employees to achieve at all levels - including better engogement at the point of delivery. increasing cinical communication and identifying and priontising service opportunities - Atlanticarc was able to thrive. The subsequently meant longer patient waiting times and more complaints. To tackle this, managers explored a sideways method of internal communications: Instead of information trickling down from top-to-bottom, all of the company's employees were given freedom to provide vital feedback at each and every level. AllantiCare decided to ensure all new employees understood this quality culture from the onset. At orientation, staff now receive a crash course in the company's performance excellence framework - a management system that organises the firm's processes into five key areas quality, custormer service, people and workplace, growth and financial performance. As employees rise through the ranks, this emphasis on improvement follows, so managers can operate within the company's tight-loose-tight process management style After creating benchmark goals for employees to achieve at all levels - including better engagement at the point of delivery, increasing clinical communication and identifying and prioritising service opportunities - AtlantiCare was able to thrive. The number of repeat customers at the firm tripled, and its market share hit a six-year high Profits unsurprisingly followed The firm's revenues shot up from $280m to $650m after implementing the quality imhrovement strategies, and the number of patients being serviced dwarfed state numbers Source: hilps //www europeanceo com/business-and managementitotalquality-management three-case-studies-fromaround-the-world