NSG 451 Week 3 Assignment Managing Quality and Risk NSG 451

Managing Quality and Risk NSG 451 Week 3 assignment

Managing quality often means addressing small issues so that they do not escalate into risks for the organization. This week’s learning activities addressed some of the organizational challenges nursing leaders are likely to face.

Select one of the topics from this week’s learning activities:

• Mitigating bullying and lateral violence
• Managing conflict
• Using power to influence
• Improving communication
• Valuing diversity

Develop a plan to carry out your selected topic as a nurse leader on your floor. Consider:

Available resources: time, budget, space, industry collateral, personnel

Employee engagement

Change management principles

Team dynamics

Create a presentation to show your CNO how you plan to
address the topic.

Format your assignment as one of the following:

7- to 10-slide presentation

15- to 20 minute oral presentation

450-word executive summary

Another format approved by your instructor

Click the Assignment Files tab to submit your assignment.

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What is Quality Risk Management?
Quality Risk Management sits at the intersection of 3 different trends that are impacting many large industrial companies today: Quality, Sustainability, and Risk. In large companies, it would not be unusual to find director or vice president level positions in charge of each of these areas. There are also a lot of similarities between these three, including:

The reporting structures and responsibilities of people in the areas of quality, sustainability, and risk are ill-defined. Many questions still exist as to if they are best served being part of finance, the supply chain, or reporting directly to the CEO.
The business processes managed in each of these areas are also ill-defined and generally not managed as part of a traditional ERP system.
Other than quality, these are relatively new positions. It is likely that VP of Sustainability or VP of Risk roles were created in the last year or two and it is very unlikely they would have been around more than five years ago.
All three can not exist in a silo. By their very definition, they impact every major piece of the value chain: product development, suppliers, manufacturing, distribution, and service.
With these four important points in mind, we can start to discuss exactly how these three areas overlap and are starting to create a specific space that can be understood as Quality Risk Management.

QUALITY
Although the language of risk is not always familiar to quality professionals, most of what they do and are responsible for can be understood as either risk identification or risk mitigation activities. Quality business processes like those in the below list can all be considered risk identification and risk mitigation processes by another name:

Advanced Product Quality Planning (APQP)
Failure Modes and Effect Analysis (FMEA)
Supplier Quality Management
Non-Conformances / Corrective and Preventive Actions (NC/CAPA)