This document outlines Luke Baumber's presentation on quality improvement. It discusses the key domains of quality according to the CQC, various quality improvement methodologies like Lean and Six Sigma, and the importance of metrics, measurement, and standardized methodology in quality improvement work. It emphasizes engaging leadership, building an improvement culture, and supporting teams to continuously deliver quality improvement. The overall aim is to engage with stakeholders to build improvement capability and embed a quality improvement methodology.

1. Luke Baumber
Head of Quality Improvement

2. 2

3. 3
Trust Quality Strategy
CQC 5 quality domains
• Safe
• Effective
• Caring
• Responsive
• Well led

4. 4

5. 5
 Efficiency
 Effectiveness
 Experience
 Safety
 Patient led
 Access
 Waits
 Discharge
 Cost
 Transformation

6. 6
1. What is your definition of ‘better’?
2. Better for whom?
3. What is your Value/Waste ratio?
4. How do you determine which areas of your
service require improvement?
Table discussion……

7. 7
 Bursting in…
 Tools and techniques alone
 Measurement
 Testing and scaling
 Doing it for you
 Leadership behaviours
 Changing the wheel at 100mph!

8. 8

9. 9
 Lean
 Six Sigma
 Human Factors & Ergonomics
 Theory of Constraints
 Foundations of Improvement Science in
Healthcare (FISH)

10. 10
 Outcome measures
 Process measures
 Balancing measures

11. 11
 QI Framework
 QI Hub
 QI Training Programme
 Culture of continuous improvement

12. 12
 QI strategy
 Data
 Metrics
 Measurement
 Performance framework
 Ratings
 Dashboard
 Balanced Scorecard

13. 13
 QI team
 Information Hub
 Connect
 QI twitter
 Communication strategy
 Engagement
 Involvement

14. 14
 Standardised methodology
 Diagnosis and redesign
 Visual management
 Value stream mapping
 7 Wastes
 Stability, pull, flow
 Automation
 Error proofing (pokayoke)
 Kaizen/ RIW

15. 15

16. 16
 Trust People and Culture Strategy
 ‘Developing People – Improving Care. A
national framework for action on improvement
and leadership development in NHS-funded
services (NHSI, Dec 2016)

17. 17
 Strategic partnership
 Programme and project management
 Business scheduling
 ‘Change agents’
 The ‘hard sell’
 Engage, build, support and embed

18. 18
 Review our need
 Strategic partner options appraisal
 QI for the local population (STP)
 Learning from other Trusts/partnerships
 QI networks

19. 19
 Board mandate
 Leadership behaviours
 Benefits realisation
 Managed by stages
 Quality
 Risk
 Tolerances
 Testing
 Scale

20. 20

21. 21
 Recruitment
 Training
 Empowering
 Skill mix

22. 22
 Belief
 Enthusiasm
 Modelling
 Rolling with resistance
 Rolling with resilience
 Promotion and publicity

23. 23
Engage with patients, carers, staff, stakeholders
Build improvement capability
Support teams to deliver Quality Improvement
Embed the QI methodology

24. 24
 5.Top 5 QI leadership behaviours?
 6. What are the QI priorities in your team(s)?
 7. What are your QI next steps?
Table discussion….

25. 25
 Gemba
 Meet improvement colleagues
 Understand current improvement work
 Strategic partner options appraisal
 Quality Improvement Strategy
 Whole service improvement programme
 Thematic quality priorities

26. 26