ENHANSO KEY UPDATE

The emphasis needs to be on creating an environment of openness and integrity, of which respect, trust and honesty are cornerstones. Today’s environment demands a workplace beyond the worker empowerment of the past. Departmental walls remained up which ensured quality improvement remained slow and mostly ineffective in making real change. While often entertaining, these were mostly shallow because when employees went back to work, feeling euphoric, they typically faced ambiguous quality practices and a business as usual atmosphere. This is a departure from the earlier management practice of putting on well-packaged motivational sessions or speeches. Foster a more consistent motivation of human resources to support quality initiatives. Measurement practices need to be in place to ensure the organization is on target and to avoid the backward creep of product quality.ģ. In today’s environment, it is imperative that we shift toward more carefully structured, quality-driven activities that pay close attention to customer value practices designed to meet the needs and expectations of the market. While well intentioned and well constructed, some processes were separate islands without bridges to integrate activities with other processes across the organization. This integration leads to shorter cycle times with complete quality disciplines to ensure successful product launches delivering consistent customer value performance.įor some, this is quite different from the past. Faster launches of high quality products rely on strong management leadership, technology and focused quality systems. Develop and launch new products which will provide consistent customer value. In truth, the problems that exist include: design problems manufacturing problems and manufacturing engineering problems.Ģ. When thinking of quality problems, organizations look to the quality manager or the quality department for solutions or where to place the blame.

This attention provides leadership and a clearly defined role for the quality professional, as well as sending a powerful message across the organization.Ī key concept that organizations need to adopt is that there is no such thing as a quality problem. Senior management, in these organizations, has become more hands-on in quality-related activities just as they do in other areas such as finance. It has become increasingly clear that organizations that survive and do well in the markets approach quality as a key part of their strategy. Develop a new strategic and operational leadership model of quality. The strong correlations of Mg deficiency with increased risk of several chronic diseases, some of which exist as comorbidities, indicate that Mg status should be ascertained in patients presenting such disorder.1. The combined determination of serum Mg concentration, 24-h urinary Mg excretion, and dietary Mg intake is currently the most practical method to obtain a sound assessment of Mg status. Individuals with serum Mg concentrations below this range most likely are Mg deficient and, above this range, are most likely Mg sufficient. These studies indicate that the reference range for serum Mg needs updating, and that individuals with serum Mg in the range of 0.75-0.85 mmol/l and displaying changes in other factors associated with a low Mg status may be Mg deficient.

ENHANSO KEY UPDATE

To update advances in identifying factors affecting magnesium (Mg) status that assist in providing improved evidence-based clinical decision-making for assessing Mg status.įindings from recent cohort studies, small randomized control trials, and multiple meta-analyses reinforce earlier work that serum Mg concentrations, urinary Mg excretion, and Mg dietary intakes are inversely associated with cardiovascular disease, chronic kidney disease, and diabetes.

Enhanso key