After the implementation of national health insurance, the health care industry has entered into a new era. The public not only ask the hospital for medical technology and expertise, but also more focus on the quality of care. The quality of health care has become a successful key factor for hospital management. The biggest problem of quality management faced by a hospital is that no one can clearly describe the organizational structure, business process, and information system which are related with the medical quality management. Provided that no one could completely describe the quality management system, neither a tool to represent and analyze the quality management system, it is impossible to achieve a nice and sound quality management throughout the hospital. This research uses a quality management model as an example, introducing service-oriented medical quality management model (SOMQMM) to corporate restructuring and process improvements. Service-oriented management model, using the service-oriented theory and method, is able to effectively describe the organizational structure, business process, and information system all in one. ontribution of this research is through the structure-behavior coalescence (SBC) service-oriented theory and method to create a new management tool and quality management model. From this model, we can clearly describe how we can do better quality of care for the medical industry, and integrate the quality management to the organizational structure and business process. Hence, provide the dynamic quality of information system to the manager as the basis for adjustment and management.

Clinicians rely heavily on accurate laboratory results to diagnose and treat their patients. Laboratory errors can occur in any area of total testing phases, but more than half of the errors occur in the preanalytical phase. Framed by the total quality management theory, the purpose of this multiple case study was to explore medical laboratory managers' strategies to reduce preanalytical errors. A purposive sample of 2 organizations with laboratories in southern California participated in semistructured face-to-face interviews. Company A had 2 participants and 3 participants participated in the study from Company B. Each participant had at least 5 years of laboratory experience, with a minimum of 2 years of management experience in preanalytical testing, and had completed one project to minimize laboratory errors. Thematic analysis exposed 5 main themes: quality improvement, recognition, reward, and empowerment, education and training, communication, and patient satisfaction. The participants highlighted the need for organizations to concentrate on quality management to achieve patient satisfaction. To achieve quality services, medical laboratory managers noted the importance of employee engagement, education and training, and communication as successful strategies to mitigate preanalytical errors. The recommendation for action is for laboratory leaders to review and apply effective strategies exposed by the data in this study to reduce preanalytical errors in their medical laboratory. Positive implications of this study include reduction of preanalytical errors, increased operational cost, and improved patient experience.