There are various definitions of quality depending on specific target markets and individual characteristics of customers. However, there is one thing in common for all definitions: quality is correspondence with the aim a customer wants to reach (Bamford & Forrester 2010). For business managers, improving the quality of their products and services is a crucial element of success. There are ten basic quality improvement programs (QIPs), each of them having advantages as well as some limitations. A zero defects program focuses on seeking excellence in service and quality. This method identifies two attitude-altering ways: via product perception and via quality recognition. Kaizen programs presuppose organizing corrective action groups launched by management. Members of such groups are usually not proficient in improvement. Thus, this kind of enhancement is rather a task force than a powerful program. A program of quality function deployment accumulates the core features of production cycle stages and stimulates teamwork collaboration among the employees from various functional spheres within the organization. Value analysis has similar objectives (Bamford & Forrester 2010). Quality circles are formed by free-willed groups of people working in a company who attend regular meetings and come up with long-term improvement goals. A disadvantage of this program is that the participants usually receive no financial encouragement.A quality costing program aims at determining the spheres in which an organization can induce fines. The program includes such components as prevention, appraisal, and failure costs. Total quality management (TQM) is established on the hypothesis that a centralized management approach can solve the most quality issues. The core premise of TQM is that quality means making clients satisfied (Bamford & Forrester 2010). Six Sigma is a program aimed at decreasing variation and waste. It is a powerful improvement tool that is employed in such industries as healthcare, warehouse management, and finances. The challenge of this program is that it pays too little attention to the employees (Faint 2011). The quality improvement team is a general notion incorporating several small enhancement activities. This program empowers managers to choose their methods without being attached to a particular approach. Business process reengineering combines the elements of an organization, people, technology, and process, which makes it a rather beneficial program (Bamford & Forrester 2010). The company where I work employs such QIPs as quality function deployment, a zero-defects program, total quality management, and business process reengineering. These approaches allow managing the work within our healthcare organization in the most effective way. QIPs make it possible to know the customers’ needs and find ways of satisfying them. The least productive program previously employed in the organization was a quality circle approach. The Role of Quality Improvement Programs in Reaching Suppliers and Customer Satisfaction One of the basic functions of QIPs is helping to satisfy customers and reach suppliers (Ates & Bititci 2011). Continuous improvement programs (CIPs) have proved to enhance communication with suppliers and