Mozafari M¹ * (PhD), Abedsaeedi Z² (PhD), Pazargadi M² (PhD), Alavi Majd H³ (PhD)

  ¹ Department of Nursing, Faculty of Nursing and Midwifery,

  Ilam University of Medical Sciences, Ilam, Iran

  ² Department of Nursing, Faculty of Nursing and Midwifery,

  Shahid Beheshti University of Medical Sciences, Tehran, Iran

  ³ Department of Biostatistics, School of Allied Medical Sciences,

  Shahid Beheshti University of Medical Sciences, Tehran, Iran

  Received: 6 Nov 2011, Accepted: 29 Jun 2012

  Abstract

  Introduction: Operational models should be used to improve quality in organizations. The purpose of this study was to develop a model to use the total quality management (TQM) in the Center for Management Medical Emergencies and Accidents of Iran.

  Methods: This operational model was developed using Iran's EMS profile, lessons learned from studying the quality system of EMS in 11 countries, and experiences of implementing the TQM in other organizations. The developed model was validated through expert surveys using a 20-items questionnaire.

  Results: The validation of the model was approved (mean=4.38 (0.15) out of 5 scores). According to the model, the EMS in Iran should have a semi-centralized structure in the three national, regional, and organizational levels. Separation of supervision and accreditation body from executive management is the pillar of the model. The important parts of the model are as follows: constituting a unit to coordinate EMS and emergency departments services, creating single dispatch unit between police, EMS, fire station, and red crescent population, establishing two-tiered service, and developing new units including quality groups and quality council in three levels, allocating a quality coordinator unit, developing supervision body, data bank of trauma and heart disease, statistics and public relation units, customer relationship management unit and deputy for education and research.

  Conclusion: Implementing the model and its requisites can increase success in total quality management, create a basis for self-evaluation, enhance patients' satisfaction, improve job satisfaction, promote empowerment of people, create a basis for accreditation and evidence-based approaches, and enhance the role of private sector in service delivery.

  Key words: Total Quality Management, operational model, Iran, Center for Management Medical Emergencies and Accidents