Quality improvement in healthcare services institutions has acquired key importance recently, so every institution needs to adopt an improvement strategy that would fit its profile, goals, and peculiarities of functioning. As one knows, there are different types of healthcare institutions in the USA, e.g. hospitals, nursing homes, surgery centers, etc. All of them have a specific set of functions that have to be carefully kept in order to provide best-in-class performance. As one known, the QI process has to comply with the key processes and operations conducted within an organization to ensure constructiveness of approach. For this reason, it is vital to distinguish healthcare organizations and their peculiarities to design a QI plan most suitable for this particular kind of organization. The medical care organization discussed in the present work is the hospital. Hospitals are the institutions providing the widest range of services in comparison with other medical institutions that specialize in some particular spheres of medical care. As stated by Porter and Teisberg (2005) hospitals actually suffer the acute problem of defining what particular range of services they offer and regard this as the main point in defining the improvement strategy – at the present moment they are usually either too narrow or too broad. In order to unify and organize activities in any hospital, there should be a single set of activities for which separate people will be responsible. Only under this way of arranging the hospital’s activities, one can speak about quality care. On the whole, an ordinary hospital usually offers the complete care cycle beginning with the diagnosis operations and ending with directing the patient to the department he needs (radiology, urology, surgery, etc.). Every hospital surely has an internal medicine division that takes care of patients in the process of their treatment and guides their medical procedures. However, Porter and Teisberg (2005) voice an opinion that such arrangement of medical services provision leads to the situation in which doctors “tend to want to do a little of everything” which is unacceptable and reduces the quality of provision of medical care. Another problem is faced by hospitals that have chosen to specialize in some particular field of medicine (oncology, surgery, anesthesiology, etc.). They surely offer a wonderful quality of care in their specific field; however, they fail to provide the patient with a comprehensive type of treatment and make the patient look for other organizations that will provide him or her with other accompanying services they need. This situation leads to extremely complicated and costly procedures in the process of receiving treatment by patients, which cannot help cause patient dissatisfaction, especially taking into consideration the fact that the US medicine is still supply-driven and not customer-driven (Porter and Teisberg, 2005). For this reason, the QI plan that is planned for implementation in hospitals should, first of all, consider stipulation of services provided within a definite organization and structuring the services of a hospital in such a way so that they would represent an optimal combination. It should be not too narrow and not too broad, the one that would satisfy cu