21st century quality: Looking into the “Crystal ball”

The discussion of possible scenarios for the future of Quality is on the priority list of major Quality Practitioners Societies. EOQ – European Organization for Quality (EOQ, 2014) main team for its 58th EOQ-Congress held June 2014 in Göteborg was “Managing Challenges in Quality Leadership” and ASQ - American Society for Quality (ASQ, 2015) appointed “the Future of Quality” for Quality Progress Magazine November 2015 issue. In addition, the ISO 9001:2008 revision process carried by ISO/TC 176 aims to assure that ISO 9001:2015 International Standard remains stable for the next 10 years (ISO, 2014) contributing to an increased discussion on the future of quality. The purpose of this research is to review available Quality Management approaches and outline, adding an academic perspective, expected developments for Quality within the 21st Century. This paper follows a qualitative approach, although data from international organizations is used. A literature review has been undertaken on quality management past and potential future trends. Based on these findings a model is proposed for organization quality management development and propositions for the future of quality management are advanced. Firstly, a state of the art of existing Quality Management approaches is presented, for example, like Total Quality Management (TQM) and Quality Gurus, ISO 9000 International Standards Series (with an outline of the expected changes for ISO 9001:2015), Six Sigma and Business Excellence Models.Secondly, building on theoretical and managerial approaches, a two dimensional matrix – Quality Engineering (QE - technical aspects of quality) and Quality Management (QM: soft aspects of quality) - is presented, outlining five proposed characterizations of Quality maturity levels and giving insights for applications and future developments. Literature review highlights that QM and QE may be addressing similar quality issues but their approaches are different in terms of scope breadth and intensity and they ought to complement and reciprocally reinforce one another. The challenges organizations face within the 21st century have stronger uncertainty, complexity, and differentiation. Two main propositions are advanced as relevant for 21st Century Quality: - QM importance for the sustainable success of organizations will increase and they should be aware of the larger ecosystem to be managed for improvement, possibly leading to the emergence of a new Quality paradigm, The Civilizacional Excellence paradigm. - QE should get more attention from QM and the Quality professionals will have to: a) Master and apply in wider contexts and in additional depth the Quality Tools (basic, intermediate and advanced); b) Have the soft skills needed for its success; c) Be results oriented and better understand and demonstrate the relationships between approaches and results These propositions challenge both scholars and practitioners for a sustained and supported discussion on the future of Quality. “All things are ready, if our mind be so.” (Shakespeare, Henry V, circa 1599).

Caraterização dos padrões de jogo ofensivos após recuperação de posse bola a partir de desarme ou interceção: análise comparativa da equipa principal e equipa B do Sporting Club de Portugal

O jogo de futebol, e simultaneamente o seu processo ofensivo, tem sido, nos últimos anos, alvo de diversos trabalhos de investigação. Tendo como objetivo a sua análise e caracterização, o especial interesse por parte dos investigadores tem estado focado predominantemente no processo ofensivo no seu todo, desde a recuperação de posse de bola, o desenvolvimento do processo em si e a sua finalização. O presente estudo teve como principal objetivo a caraterização do processo ofensivo da equipa principal e equipa B do Sporting Clube de Portugal após recuperação de posse de bola por desarme ou interceção. Foram registadas as sequências ofensivas de 16 jogos (8 por equipa), da equipa principal e da sua equipa B, da época 2014/15, na condição de visitado, com recurso ao software Videobserver (Afra, 2013). As sequências ofensivas foram observadas e registadas a partir da recuperação de posse de bola de forma dinâmica, ou seja, através de desarme ou interceção. Para a análise estatística descritiva e sequencial foi utilizado o software SDIS GSEQ 5.1 (Bakeman & Quera, 1996). Os resultados permitiram concluir que i) as equipas observadas recuperaram a posse de bola maioritariamente no setor médio defensivo e numa relação de igualdade ou superioridade relativa; ii) as equipas observadas, desenvolvem o processo ofensivo de forma semelhante, recorrendo ao passe curto ou médio, para a frente, ou diagonal frente e rasteiro como comportamento mais vezes verificado após a recuperação de posse de bola; iii) O método de jogo ofensivo mais utilizado pelas equipas observadas é o ataque rápido. A equipa principal do SCP, ao contrário da equipa B, não é influenciada pela forma como o adversário reage à perda de posse de bola para optar pelo seu método de jogo ofensivo; iv) no caso da equipa principal, o método de jogo ofensivo que potencia mais situações de finalização com sucesso é o ataque rápido, enquanto na equipa B é o contra-ataque; v) ambas as equipas optam pelo método de jogo ofensivo contra-ataque, quando a recuperação de posse de bola acontece no setor defensivo e setor médio defensivo, sendo substituído pelo ataque rápido nos setores mais adiantados.

Caraterização dos padrões de jogo ofensivos após recuperação de posse bola a partir de desarme ou interceção: análise comparativa da equipa principal e equipa B do Sporting Club de Portugal

O jogo de futebol, e simultaneamente o seu processo ofensivo, tem sido, nos últimos anos, alvo de diversos trabalhos de investigação. Tendo como objetivo a sua análise e caracterização, o especial interesse por parte dos investigadores tem estado focado predominantemente no processo ofensivo no seu todo, desde a recuperação de posse de bola, o desenvolvimento do processo em si e a sua finalização. O presente estudo teve como principal objetivo a caraterização do processo ofensivo da equipa principal e equipa B do Sporting Clube de Portugal após recuperação de posse de bola por desarme ou interceção. Foram registadas as sequências ofensivas de 16 jogos (8 por equipa), da equipa principal e da sua equipa B, da época 2014/15, na condição de visitado, com recurso ao software Videobserver (Afra, 2013). As sequências ofensivas foram observadas e registadas a partir da recuperação de posse de bola de forma dinâmica, ou seja, através de desarme ou interceção. Para a análise estatística descritiva e sequencial foi utilizado o software SDIS GSEQ 5.1 (Bakeman & Quera, 1996). Os resultados permitiram concluir que i) as equipas observadas recuperaram a posse de bola maioritariamente no setor médio defensivo e numa relação de igualdade ou superioridade relativa; ii) as equipas observadas, desenvolvem o processo ofensivo de forma semelhante, recorrendo ao passe curto ou médio, para a frente, ou diagonal frente e rasteiro como comportamento mais vezes verificado após a recuperação de posse de bola; iii) O método de jogo ofensivo mais utilizado pelas equipas observadas é o ataque rápido. A equipa principal do SCP, ao contrário da equipa B, não é influenciada pela forma como o adversário reage à perda de posse de bola para optar pelo seu método de jogo ofensivo; iv) no caso da equipa principal, o método de jogo ofensivo que potencia mais situações de finalização com sucesso é o ataque rápido, enquanto na equipa B é o contra-ataque; v) ambas as equipas optam pelo método de jogo ofensivo contra-ataque, quando a recuperação de posse de bola acontece no setor defensivo e setor médio defensivo, sendo substituído pelo ataque rápido nos setores mais adiantados.

Observação e análise numa equipa de futebol de elite : relatório de estágio na area de observação e análise do Benfica LAB, Sport Lisboa e Benfica, equipas profissionais, época 2014-2015

Este relatório teve como objetivo a sumarização das práticas realizadas de um estagiário na área de Observação e Análise de Jogo do Benfica Lab-Sport Lisboa e Benfica. Consiste neste trabalho a descrição das diversas tarefas operacionais e complementares realizadas por um estagiário na área já referida. Acrescendo a essas descrições, é apresentado em detalhe um estudo de investigação iniciado durante o processo de estágio, tendo sido todos os dados recolhidos nesse período e fornecidos quase exclusivamente pela área de observação e análise do Benfica Lab. Este estudo demonstrou existirem diferenças significativas em medidas de centralidade individuais (nível de intermediação numa rede social; influência numa rede social) da equipa A para a equipa B na mesma posição (posto especifico). A descrição detalhada de todo o processo envolvente à realização de uma conferência (relação com a comunidade), também está presente neste documento, evento esse que teve como seu principal objetivo demonstrar o “Processo de estágio Benfica Lab/ FMH – Observação e Análise de Jogo”.

People and Facility Management. The team: the main asset of any management

From the moment we enter a large office building until we leave it, we receive a lot of attentions served by the management of services to the user. However, it is usually quite inappreciable the work that is being developed to keep things running smoothly.The services provided in a building are carried out by people. However, we often tend to forget these people when we talk about the tasks that make that a building operates properly 24 hours a day, 365 days a year.But, for example, what would happen if one day the service provided by the reception in a large building did not function as it should? What would it be like if one day the person performing the service of maintenance of the building's cleaning were not at his post? How would the working day develop if there were not a correct air handling system?People are the foundation of the proper functioning of a building. The work of the Facilities Manager and the Facility Management is the management of their functions: the responsible management of the team.

People, management and social responsability. The team: the main asset of any management

People, management and social responsability. The team: the main asset of any management. En colaboración con Dña. Montserrat Castellanos Moreno. Profesora Asociada de la Universidad Europea. Journal of Management and Marketing. Thomson Reuters. Zilina. Slovakia

People and Facility Management. The team: The main asset of any management

From the moment we enter a large office building until we leave it, we receive a lot of attentions served by the management of services to the user. However, it is usually quite inappreciable the work that is being developed to keep things running smoothly. The services provided in a building are carried out by people. However, we often tend to forget these people when we talk about the tasks that make that a building operates properly 24 hours a day, 365 days a year. But, for example, what would happen if one day the service provided by the reception in a large building did not function as it should? What would it be like if one day the person performing the service of maintenance of the building's cleaning were not at his post? How would the working day develop if there were not a correct air handling system? People are the foundation of the proper functioning of a building. The work of the Facilities Manager and the Facility Management is the management of their functions: the responsible management of the team.

ISePorto Robotic Soccer Team: A New Player Generation

Proceedings of the Scientific Meeting of the Portuguese Robotics Open 2004

Referrals of cancer versus non-cancer patients to a palliative care consult team: do they differ?

This retrospective study compared 100 consecutive non-cancer (NC) patients referred to a palliative care consult team (PCT) in a Swiss university hospital to 506 cancer (C) patients referred during the same period. The frequencies of reported symptoms were similar in both groups. The main reasons for referral in the NC group were symptom control, global evaluation, and assistance with discharge. Requests for symptom control predominated in the C group. Prior to the first visit, 50% of NC patients were on opioids, compared to 58% of C patients. After the first visit, the proportion of NC patients on opioids increased to 64% and the proportion of C patients to 73%. The median daily oral morphine equivalent dose for NC patients taking opioids prior to the first PCT visit was higher than that for C patients (60 mg versus 45 mg). At the time of death or discharge, the percentage of NC patients on opioids was 64%, while that of C patients was 76%. Moreover, NC patients were on significantly lower median doses of opioids than C patients (31 mg versus 60 mg). Over half the NC patients died during hospitalization, as compared to 33% of C patients. Only 6% of NC patients were discharged to palliative care units, as compared to 22% of C patients.

Advancing hypoxic training in team sports: from intermittent hypoxic training to repeated sprint training in hypoxia.

Over the past two decades, intermittent hypoxic training (IHT), that is, a method where athletes live at or near sea level but train under hypoxic conditions, has gained unprecedented popularity. By adding the stress of hypoxia during 'aerobic' or 'anaerobic' interval training, it is believed that IHT would potentiate greater performance improvements compared to similar training at sea level. A thorough analysis of studies including IHT, however, leads to strikingly poor benefits for sea-level performance improvement, compared to the same training method performed in normoxia. Despite the positive molecular adaptations observed after various IHT modalities, the characteristics of optimal training stimulus in hypoxia are still unclear and their functional translation in terms of whole-body performance enhancement is minimal. To overcome some of the inherent limitations of IHT (lower training stimulus due to hypoxia), recent studies have successfully investigated a new training method based on the repetition of short (<30 s) 'all-out' sprints with incomplete recoveries in hypoxia, the so-called repeated sprint training in hypoxia (RSH). The aims of the present review are therefore threefold: first, to summarise the main mechanisms for interval training and repeated sprint training in normoxia. Second, to critically analyse the results of the studies involving high-intensity exercises performed in hypoxia for sea-level performance enhancement by differentiating IHT and RSH. Third, to discuss the potential mechanisms underpinning the effectiveness of those methods, and their inherent limitations, along with the new research avenues surrounding this topic.

The last days of dying stroke patients referred to a palliative care consult team in an acute hospital.

BACKGROUND AND PURPOSE: Needs of patients dying from stroke are poorly investigated. We aim to assess symptoms of these patients referred to a palliative care consult team, and to review their treatment strategies. METHODS: All charts of patients dying from stroke in a tertiary hospital, and referred consecutively to a palliative care consultant team from 2000 to 2005, were reviewed retrospectively. Symptoms, ability to communicate, treatments, circumstances and causes of death were collected. RESULTS: Forty-two patients were identified. Median NIH Stroke Scale on admission was 21. The most prevalent symptoms were dyspnoea (81%), and pain (69%). Difficulties or inability to communicate because of aphasia or altered level of consciousness were present in 93% of patients. Pharmacological respiratory treatments consisted of anti-muscarinic drugs (52%), and opioids (33%). Pain was mainly treated by opioids (69%). During the last 48 h of life, 81% of patients were free of pain and 48% of respiratory distress. The main causes of death were neurological complications in 38% of patients, multiple medical complications in 36%, and specific medical causes in 26%. CONCLUSIONS: Patients dying from stroke and referred to a palliative care consult team have multiple symptoms, mainly dyspnoea and pain. Studies are warranted to develop specific symptoms assessment tools in non-verbal stroke patients, to accurately assess patients' needs, and to measure effectiveness of palliative treatments.

Extension des prestations de type "équipe mobile" aux foyers socio-éducatifs: projet pilote dans le canton de Vaud [Extension of mobile team services to socio-educational home: pilot project in the Vaud canton].

L'objectif principal de ce projet d'extension des prestations, de type Antenne d'intervention dans le milieu pour enfants et adolescents (AIMEA) aux foyers socio-éducatifs pour l'ensemble du canton de Vaud, vise à décloisonner les champs socio-éducatifs et pédopsychiatriques. 64 patients ont fait l'objet d'une évaluation au cours de la phase pilote (après une année de fonctionnement). De plus, une enquête de satisfaction a été effectuée soit à la fin du suivi, soit à la fin de la phase pilote de ce projet (au 31.12.2012). Cette expérience très positive, relevée par une grande majorité des acteurs impliqués dans la prise en charge socio-éducative et pédopsychiatrique des mineurs, suscite un désir d'extension des prestations de type équipe mobile à d'autres structures ou à d'autres types de situations. The main objective of this project about mobile team service extension to the socio-educational home of the whole Vaud canton targets to decompartmentalize the socio-educational and youth-psychiatry domains. 64 patient were assessed during this pilot phase (after one-year functioning). In addition, a satisfaction survey was done either at the end of the follow up or at the end of the pilot phase of the project (31.12.2012). This experience was very positive as highlighted by the vast majority of the person involved in the socio-educational and youth-psychiatric domains taking care of youth. A desire of extension of mobile team service to other institutional structure or other situations was expressed.

Simulated Patient as Co-facilitators: Benefits and Challenges of the Interprofessional Team OSCE (Submission #9350).

Hypothesis: The quality of care for chronic patients depends on the collaborative skills of the healthcare providers.1,2 The literature lacks reports of the use of simulation to teach collaborative skills in non-acute care settings. We posit that simulation offers benefits for supporting the development of collaborative practice in non-acute settings. We explored the benefits and challenges of using an Interprofessional Team - Objective Structured Clinical Examination (IT-OSCE) as a formative assessment tool. IT-OSCE is an intervention which involves an interprofessional team of trainees interacting with a simulated patient (SP) enabling them to practice collaborative skills in non-acute care settings.5 A simulated patient are people trained to portray patients in a simulated scenario for educational purposes.6,7 Since interprofessional education (IPE) ultimately aims to provide collaborative patient-centered care.8,9 We sought to promote patient-centeredness in the learning process. Methods: The IT-OSCE was conducted with four trios of students from different professions. The debriefing was co-facilitated by the SP with a faculty. The participants were final-year students in nursing, physiotherapy and medicine. Our research question focused on the introduction of co-facilitated (SP and faculty) debriefing after an IT-OSCE: 1) What are the benefits and challenges of involving the SP during the debriefing? and 2) To evaluate the IT-OSCE, an exploratory case study was used to provide fine grained data 10, 11. Three focus groups were conducted - two with students (n=6; n=5), one with SPs (n=3) and one with faculty (n=4). Audiotapes were transcribed for thematic analysis performed by three researchers, who found a consensus on the final set of themes. Results: The thematic analysis showed little differentiation between SPs, student and faculty perspectives. The analysis of transcripts revealed more particularly, that the SP's co-facilitation during the debriefing of an IT-OSCE proved to be feasible. It was appreciated by all the participants and appeared to value and to promote patient-centeredness in the learning process. The main challenge consisted in SPs feedback, more particularly in how they could report accurate observations to a students' group rather than individual students. Conclusion: In conclusion, SP methodology using an IT-OSCE seems to be a useful and promising way to train collaborative skills, aligning IPE, simulation-based team training in a non-acute care setting and patient-centeredness. We acknowledge the limitations of the study, especially the small sample and consider the exploration of SP-based IPE in non-acute care settings as strength. Future studies could consider the preparation of SPs and faculty as co-facilitators. References: 1. Borrill CS, Carletta J, Carter AJ, et al. The effectiveness of health care teams in the National Health Service. Aston centre for Health Service Organisational Research. 2001. 2. Reeves S, Lewin S, Espin S, Zwarenstein M. Interprofessional teamwork for health and social care. Oxford: Wiley-Blackwell; 2010. 3. Issenberg S, McGaghie WC, Petrusa ER, Gordon DL, Scalese RJ. Features and uses of high-fidelity medical simulations that lead to effective learning - a BEME systematic review. Medical Teacher. 2005;27(1):10-28. 4. McGaghie W, Petrusa ER, Gordon DL, Scalese RJ. A critical review of simulation-based medical education research: 2003-2009. Medical Education. 2010;44(1):50-63. 5. Simmons B, Egan-Lee E, Wagner SJ, Esdaile M, Baker L, Reeves S. Assessment of interprofessional learning: the design of an interprofessional objective structured clinical examination (iOSCE) approach. Journal of Interprofessional Care. 2011;25(1):73-74. 6. Nestel D, Layat Burn C, Pritchard SA, Glastonbury R, Tabak D. The use of simulated patients in medical education: Guide Supplement 42.1 - Viewpoint. Medical teacher. 2011;33(12):1027-1029. Disclosures: None (C) 2014 by Lippincott Williams & Wilkins, Inc.

"Delayering in FACT - Impact on Managerial Motivation and Team Effectiveness

The main objective of the Research was to study the Delayering scheme implemented in FACT in all its aspects and to examine wlietlier implementation of delayering has contributed to improvement in organizational performance by improving managerial motivation and team effectiveness. To enable this, a post-delayering impact assessment was done by eliciting views and analyzing the perception of managers affected by the change programme. Organisation-wide Surveys were carried out as part of data collection - prior to, during and after implementation. The methodology adopted was the Case Study approach, which involved a longitudinal study of the Implementation process using tools such- as Observation, Opinion surveys and Interviews and relating the research findings with the theories/ studies on the subject for generalization and for drawing conclusions