Application of the Deming management method to equipment-inspection processes

The Biomedical Engineering staff at the Washington Hospital Center has designed an inspection process that optimizes timely completion of scheduled equipment inspections. The method used to revise the process was primarily Deming, but certainly the method incorporates the re-engineering concept of questioning the basic assumptions around which the original process was designed. This effort involved a review of the existing process in its entirety by task groups made up of representatives from all involved departments. Complete success in all areas has remained elusive. However, the lower variability of inspection completion ratios follows Deming's description of a successfully revised process. Further CQI efforts targeted at specific areas with low completion ratios will decrease this variability even further.