This document outlines the NHS Advocacy casework process from beginning to end. It discusses the key principles of evidencing sound decision making and providing a good customer experience. The process begins with an initial assessment of the complaint to determine if it is properly made, within the organization's remit, and if local procedures have been exhausted. If suitable, a further assessment is done to evaluate issues like time limits and alternative legal remedies. An investigation may then be proposed if there is an indication of injustice that has not been remedied. The investigation gathers evidence, seeks professional advice, drafts a report for comments, and issues a final report and compliance check. Learning is also shared through case summaries and themed reports.
These slides delivered at the NHS Advocacy conference are from the session aimed at helping advocacy organisations understand how the investigation process works at the Parliamentary and Health Service Ombudsman.
This document outlines an approach for understanding customer needs to improve service experiences. It recommends:
1) Classifying customer needs into basic, attractive, and indifferent dimensions to prioritize where resources are focused.
2) Identifying wasteful service elements and adapting services for different customer cohorts.
3) Using a three-phase approach to measure customer expectations, reconfigure services based on identified elements, and continuously improve while managing expectations.
This document advertises an upcoming one-day course on Lean Thinking in the NHS to be held on March 24, 2011 at the Royal College of Surgeons in London. The course aims to help senior NHS managers and improvement teams understand Lean concepts and processes and how to sustain organizational transformation. It will include presentations, workshops, and case studies from NHS trusts that have implemented Lean. Attendees will include chief operating officers, general managers, project managers, and clinicians. The cost is £397 plus VAT per attendee.
The document summarizes lean process improvements implemented in a histopathology department. Broad aims included sharing lean solutions, debating strengths/weaknesses, and networking. Specific changes included:
1) Mapping processes to identify waste like movement and waiting, then standardizing work like using templates to reduce movement and errors.
2) Optimizing the laboratory layout to reduce distance traveled and support continuous specimen flow.
3) Introducing a "pull" system where consultants pull batches based on capacity rather than being "pushed" work, improving turnaround times.
These changes reduced non-value added time and waste, supporting the goals of faster reporting and improved patient care.
The document outlines key success criteria and best practices for clinical commissioning groups under the new NHS framework. It discusses the need to design sustainable patient pathways through collaborative relationships. Commissioning groups will need to make intelligent use of data combined with GP experience to define "waste free" pathways and ensure compliance with guidelines. A multi-dimensional approach is recommended that involves needs assessment, evidence-based practice, service redesign, and choosing optimal treatment locations through modeling and trend analysis. Operational excellence is seen as integral to effectively implementing the new GP commissioning framework.
This document discusses using modularity in standard work processes to improve flexibility in service industries. It proposes treating process steps as interchangeable "content" that can be plugged into a top-level process framework. This allows customizing sub-processes while maintaining common elements. Benefits include more accurately mapping to real-world tasks and easier updates. Challenges include needing to reference multiple procedures simultaneously. The presentation provides a case study of modular standard work for a quotation process and discusses advantages like accommodating variety versus disadvantages like additional analysis needs.
This document discusses resistance to change and provides strategies for overcoming it. It notes that resistance often stems from a lack of perceived benefit, managing change too late without early stakeholder involvement, or ignoring criticisms. The document recommends a three step approach: 1) diagnosing resistance through questionnaires and interviews, 2) engaging stakeholders to understand problems and involve them in solutions, and 3) ongoing involvement of stakeholders in the change program and communications. It stresses the importance of identifying influencers, understanding root causes of resistance, and communicating clearly throughout the process.
This document discusses applying lean principles to improve service industries. It notes that customers demand excellent service while costs must be managed. Service industries face challenges like high variability, siloed employees, and rework. Lean solutions developed for manufacturing can transfer to services by standardizing processes, reducing waste and handoffs, and creating multi-functional teams. The consultant, Kinetik Solutions, offers lean assessment, design, implementation, and training services to drive operational excellence through transformation programs.
These slides delivered at the NHS Advocacy conference are from the session aimed at helping advocacy organisations understand how the investigation process works at the Parliamentary and Health Service Ombudsman.
This document outlines an approach for understanding customer needs to improve service experiences. It recommends:
1) Classifying customer needs into basic, attractive, and indifferent dimensions to prioritize where resources are focused.
2) Identifying wasteful service elements and adapting services for different customer cohorts.
3) Using a three-phase approach to measure customer expectations, reconfigure services based on identified elements, and continuously improve while managing expectations.
This document advertises an upcoming one-day course on Lean Thinking in the NHS to be held on March 24, 2011 at the Royal College of Surgeons in London. The course aims to help senior NHS managers and improvement teams understand Lean concepts and processes and how to sustain organizational transformation. It will include presentations, workshops, and case studies from NHS trusts that have implemented Lean. Attendees will include chief operating officers, general managers, project managers, and clinicians. The cost is £397 plus VAT per attendee.
The document summarizes lean process improvements implemented in a histopathology department. Broad aims included sharing lean solutions, debating strengths/weaknesses, and networking. Specific changes included:
1) Mapping processes to identify waste like movement and waiting, then standardizing work like using templates to reduce movement and errors.
2) Optimizing the laboratory layout to reduce distance traveled and support continuous specimen flow.
3) Introducing a "pull" system where consultants pull batches based on capacity rather than being "pushed" work, improving turnaround times.
These changes reduced non-value added time and waste, supporting the goals of faster reporting and improved patient care.
The document outlines key success criteria and best practices for clinical commissioning groups under the new NHS framework. It discusses the need to design sustainable patient pathways through collaborative relationships. Commissioning groups will need to make intelligent use of data combined with GP experience to define "waste free" pathways and ensure compliance with guidelines. A multi-dimensional approach is recommended that involves needs assessment, evidence-based practice, service redesign, and choosing optimal treatment locations through modeling and trend analysis. Operational excellence is seen as integral to effectively implementing the new GP commissioning framework.
This document discusses using modularity in standard work processes to improve flexibility in service industries. It proposes treating process steps as interchangeable "content" that can be plugged into a top-level process framework. This allows customizing sub-processes while maintaining common elements. Benefits include more accurately mapping to real-world tasks and easier updates. Challenges include needing to reference multiple procedures simultaneously. The presentation provides a case study of modular standard work for a quotation process and discusses advantages like accommodating variety versus disadvantages like additional analysis needs.
This document discusses resistance to change and provides strategies for overcoming it. It notes that resistance often stems from a lack of perceived benefit, managing change too late without early stakeholder involvement, or ignoring criticisms. The document recommends a three step approach: 1) diagnosing resistance through questionnaires and interviews, 2) engaging stakeholders to understand problems and involve them in solutions, and 3) ongoing involvement of stakeholders in the change program and communications. It stresses the importance of identifying influencers, understanding root causes of resistance, and communicating clearly throughout the process.
This document discusses applying lean principles to improve service industries. It notes that customers demand excellent service while costs must be managed. Service industries face challenges like high variability, siloed employees, and rework. Lean solutions developed for manufacturing can transfer to services by standardizing processes, reducing waste and handoffs, and creating multi-functional teams. The consultant, Kinetik Solutions, offers lean assessment, design, implementation, and training services to drive operational excellence through transformation programs.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
The document discusses the concepts of variability and consistency in services. It states that services are variable because they are produced and consumed simultaneously, involve interaction between providers and customers, and customers may have different expectations. Variability can cause customers to be unhappy if the service quality changes and does not meet their expectations. The document recommends reducing variability and increasing consistency by investing in hiring and training, standardizing service processes, and monitoring customer satisfaction.
This document discusses challenges in managing explosive growth in healthcare IT and provides a 5-stage approach and checklist for effective IT asset management. It recommends analyzing workflows, auditing assets, refreshing/replacing devices, ensuring quality assurance, and properly disposing of or repurposing old devices. The approach aims to support sustainability and regulatory compliance while improving efficiency and cost-effectiveness of IT logistics for healthcare organizations.
Meritech is dedicated to creating strong partnerships with customers by understanding their business needs and customizing solutions. They strive for total customer satisfaction by focusing on customer requirements and providing quality, guaranteed service. Meritech takes a proactive approach to managing technology and office equipment to help businesses maximize productivity and profitability through remote monitoring and support.
This document discusses a logistics company that provides solutions to issues driving up costs and lowering profits. They have specialists across the entire logistics chain with experience implementing solutions. The company follows a three phase process: understanding the problem, reviewing findings and proposed solutions, then implementing the solution and establishing procedures to ensure continued benefits. Their goal is to empower clients to sustain improvements.
PIC provides quality engineering services to help manufacturing companies manage their quality management systems and standards. They have a network of experienced quality engineers and technicians who can investigate and resolve issues, implement new quality systems, and help clients achieve long-term manufacturing performance goals. By hiring a quality engineer from PIC, companies can focus on their core business while ensuring their quality standards are properly maintained and improved over time.
Scott Collins is a 24-year operations and supply chain professional seeking a new opportunity. He has strong experience in logistics, warehouse management, lean manufacturing, and supply chain modeling. Collins aims to contribute positively through clear liability definitions, lead time and cycle time reductions, and metrics that support corporate goals. His recent accomplishments include cost savings, reduced lead times, improved delivery performance, and sustainable processes.
The document discusses strategies for reducing total costs through optimization of products, manufacturing processes, purchasing, and design. It emphasizes lean manufacturing principles like small lot sizes, pull systems, and supplier development. Continuous improvement requires measuring the right metrics, focusing on results, and maintaining a flexible approach. Success relies on having a clear vision and strategy, involving all disciplines, and aggressively implementing tools and initiatives.
McKenney’s, Inc. Critical Systems - High-Quality Mechanical Services for Miss...McKenney's Inc
McKenney’s, Inc. Critical Systems offers a comprehensive approach for constructing or renovating high-quality mechanical systems for data centers and operations centers that meet the most exacting demands and schedules.
Reliable, High-Quality Mechanical Services for Mission-Critical FacilitiesMcKenney's Inc
McKenney’s Critical Systems offers a comprehensive approach for constructing or renovating high-quality mechanical systems for data centers and operations centers that meet the most exacting demands and schedules.
McKenney’s, Inc. Critical Systems - Ensuring Seamless Operations for Mission-...McKenney's Inc
McKenney's offers comprehensive mechanical systems solutions for data centers and critical operations facilities. With over 65 years of experience, they ensure reliable systems to maximize business uptime through innovative design, customization, and quality construction. McKenney's aims to enhance customer facilities with sustainable, efficient, and high-performing mechanical infrastructure.
Here we are giving available services form Engineers For A Cause society to other like minded organisations...
Our beneficiary (underprivileged people & eco-system) have No Voice and required exposure to demand for qualitative work... So, we feel greater responsibility & hance delivering comprehensive services for our own projects...
Kindly go through the details and get benefited out of it...
These services are available on nominal fees for other organisations...
Lembar bimbingan karya tulis ilmiah mahasiswa Laode Alman Rahmat mengenai asuhan keperawatan pada pasien Tn. O Dangan dengan diagnosis post op nefrostomi dan batu ureter. Dokumen ini berisi catatan saran dan persetujuan pembimbing Muhisi A.Kep M.Kes selama proses penulisan karya tulis ilmiah tersebut, mulai dari perbaikan sistematika penulisan bab demi bab, penambahan konsep teori dan data, hingga peninjau
The 2014 annual report of Women for Women International summarizes their work supporting marginalized women affected by conflict. Their mission is to help women earn and save money, improve health and well-being, influence decisions, and connect to support networks. In 2014, they served over 429,000 women across 8 countries, distributing $118 million. The report outlines their programs and impact in enabling women to start businesses, access health services, participate in decisions, and form cooperatives and associations for support.
- В чем отличия старого и нового аукционов
- Сравнение с аукционом В Google AdWords
- Изменение стоимости клика с введением нового аукциона
- Как получить максимум выгоды от нового аукциона
- Новые стратегии назначения ставок
Lucian Dimitrevici completed the "Windows 8 for IT Pros Jump Start" course on March 26, 2015. The course provided an introduction to Windows 8 for IT professionals. Lucian achieved this certification in Windows 8.
Общий порядок оформления приема на работу
Прием на работу по совместительству
Особенности приема на работу бывших госслужащих, детей и инвалидов
Содержание трудового договора
El documento presenta un resumen de un proyecto de restaurante que incluye cuadros de inversión fija, costos y gastos proyectados para 5 años. Se detallan los activos fijos requeridos con sus valores y depreciación anual. Los costos directos e indirectos incluyen materia prima, mano de obra y gastos de operación. Los gastos de administración y ventas consideran sueldos, servicios y depreciación. El total de costos y gastos proyectados para el primer año es de $106,238.78.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
The document discusses the concepts of variability and consistency in services. It states that services are variable because they are produced and consumed simultaneously, involve interaction between providers and customers, and customers may have different expectations. Variability can cause customers to be unhappy if the service quality changes and does not meet their expectations. The document recommends reducing variability and increasing consistency by investing in hiring and training, standardizing service processes, and monitoring customer satisfaction.
This document discusses challenges in managing explosive growth in healthcare IT and provides a 5-stage approach and checklist for effective IT asset management. It recommends analyzing workflows, auditing assets, refreshing/replacing devices, ensuring quality assurance, and properly disposing of or repurposing old devices. The approach aims to support sustainability and regulatory compliance while improving efficiency and cost-effectiveness of IT logistics for healthcare organizations.
Meritech is dedicated to creating strong partnerships with customers by understanding their business needs and customizing solutions. They strive for total customer satisfaction by focusing on customer requirements and providing quality, guaranteed service. Meritech takes a proactive approach to managing technology and office equipment to help businesses maximize productivity and profitability through remote monitoring and support.
This document discusses a logistics company that provides solutions to issues driving up costs and lowering profits. They have specialists across the entire logistics chain with experience implementing solutions. The company follows a three phase process: understanding the problem, reviewing findings and proposed solutions, then implementing the solution and establishing procedures to ensure continued benefits. Their goal is to empower clients to sustain improvements.
PIC provides quality engineering services to help manufacturing companies manage their quality management systems and standards. They have a network of experienced quality engineers and technicians who can investigate and resolve issues, implement new quality systems, and help clients achieve long-term manufacturing performance goals. By hiring a quality engineer from PIC, companies can focus on their core business while ensuring their quality standards are properly maintained and improved over time.
Scott Collins is a 24-year operations and supply chain professional seeking a new opportunity. He has strong experience in logistics, warehouse management, lean manufacturing, and supply chain modeling. Collins aims to contribute positively through clear liability definitions, lead time and cycle time reductions, and metrics that support corporate goals. His recent accomplishments include cost savings, reduced lead times, improved delivery performance, and sustainable processes.
The document discusses strategies for reducing total costs through optimization of products, manufacturing processes, purchasing, and design. It emphasizes lean manufacturing principles like small lot sizes, pull systems, and supplier development. Continuous improvement requires measuring the right metrics, focusing on results, and maintaining a flexible approach. Success relies on having a clear vision and strategy, involving all disciplines, and aggressively implementing tools and initiatives.
McKenney’s, Inc. Critical Systems - High-Quality Mechanical Services for Miss...McKenney's Inc
McKenney’s, Inc. Critical Systems offers a comprehensive approach for constructing or renovating high-quality mechanical systems for data centers and operations centers that meet the most exacting demands and schedules.
Reliable, High-Quality Mechanical Services for Mission-Critical FacilitiesMcKenney's Inc
McKenney’s Critical Systems offers a comprehensive approach for constructing or renovating high-quality mechanical systems for data centers and operations centers that meet the most exacting demands and schedules.
McKenney’s, Inc. Critical Systems - Ensuring Seamless Operations for Mission-...McKenney's Inc
McKenney's offers comprehensive mechanical systems solutions for data centers and critical operations facilities. With over 65 years of experience, they ensure reliable systems to maximize business uptime through innovative design, customization, and quality construction. McKenney's aims to enhance customer facilities with sustainable, efficient, and high-performing mechanical infrastructure.
Here we are giving available services form Engineers For A Cause society to other like minded organisations...
Our beneficiary (underprivileged people & eco-system) have No Voice and required exposure to demand for qualitative work... So, we feel greater responsibility & hance delivering comprehensive services for our own projects...
Kindly go through the details and get benefited out of it...
These services are available on nominal fees for other organisations...
Lembar bimbingan karya tulis ilmiah mahasiswa Laode Alman Rahmat mengenai asuhan keperawatan pada pasien Tn. O Dangan dengan diagnosis post op nefrostomi dan batu ureter. Dokumen ini berisi catatan saran dan persetujuan pembimbing Muhisi A.Kep M.Kes selama proses penulisan karya tulis ilmiah tersebut, mulai dari perbaikan sistematika penulisan bab demi bab, penambahan konsep teori dan data, hingga peninjau
The 2014 annual report of Women for Women International summarizes their work supporting marginalized women affected by conflict. Their mission is to help women earn and save money, improve health and well-being, influence decisions, and connect to support networks. In 2014, they served over 429,000 women across 8 countries, distributing $118 million. The report outlines their programs and impact in enabling women to start businesses, access health services, participate in decisions, and form cooperatives and associations for support.
- В чем отличия старого и нового аукционов
- Сравнение с аукционом В Google AdWords
- Изменение стоимости клика с введением нового аукциона
- Как получить максимум выгоды от нового аукциона
- Новые стратегии назначения ставок
Lucian Dimitrevici completed the "Windows 8 for IT Pros Jump Start" course on March 26, 2015. The course provided an introduction to Windows 8 for IT professionals. Lucian achieved this certification in Windows 8.
Общий порядок оформления приема на работу
Прием на работу по совместительству
Особенности приема на работу бывших госслужащих, детей и инвалидов
Содержание трудового договора
El documento presenta un resumen de un proyecto de restaurante que incluye cuadros de inversión fija, costos y gastos proyectados para 5 años. Se detallan los activos fijos requeridos con sus valores y depreciación anual. Los costos directos e indirectos incluyen materia prima, mano de obra y gastos de operación. Los gastos de administración y ventas consideran sueldos, servicios y depreciación. El total de costos y gastos proyectados para el primer año es de $106,238.78.
Solid state fermentation of Lathyrus sativus and sugarcane bagasse by Pleurot...Innspub Net
This research paper investigates the solid state fermentation of Lathyrus sativus (khesari plant) and sugarcane bagasse by Pleurotus sajor-caju. The researchers pretreated the substrates with lime and alkali to increase their digestibility. They found that lime treatment and presoaking increased the accumulation of reducing sugars and soluble proteins during the 8-week fermentation. The highest levels of reducing sugars (22.15 mg/g) and soluble proteins (22.80 mg/g) were observed in the lime treated and presoaked mixture of khesari plant and sugarcane bagasse. Pretreatment also enhanced the cellulolytic enzyme activity of the fungal
Veneza é uma cidade única na Itália onde a maioria das ruas são canais, tornando-a um destino turístico popular. Conhecida como a "cidade dos amantes" por seu clima romântico, um passeio de gôndola pelos canais é considerado um dos passeios mais românticos do mundo. Os principais pontos turísticos incluem a Praça de São Marcos, a Basílica de São Marcos e a Basílica de Santa Maria Della Salute, além dos canais e da culinária local,
The document discusses India's growing prominence as a global economic power and education hub. Some key points:
- India has a large domestic market and skilled, English-speaking workforce that is attracting global interest. Its growing tech sector and focus on initiatives like Startup India and Digital India are creating opportunities.
- By 2030, India is projected to have the world's largest workforce and be the fastest growing major economy. Sectors like engineering, IT, and pharmaceuticals are experiencing strong growth.
- India aims to transform its higher education system to be high-quality, equitable, and affordable, serving as a model for the world. It seeks to expand access, improve research and infrastructure, and foster partnerships
The document outlines some key success criteria and best practices for clinical commissioning groups under the new NHS framework:
- Driving sustainable patient outcomes by defining tailored care pathways that provide effective and efficient service.
- Building collaborative relationships with partners and defining "waste-free" care pathways while ensuring compliance with guidelines.
- Balancing innovation, outcomes, costs, and patient needs by making intelligent use of data and doctors' experience.
Dr. Shaun West discusses challenges in measuring quality for services. Services are intangible and based on personal expectations, making quality difficult to define. West outlines creating a system to measure service quality that considers the customer experience over the entire lifecycle and captures both tangible and intangible factors. The system should ask customers directly about their expectations and satisfaction rather than relying only on standardized service level agreements.
The Lean London Forum aims to share Lean solutions in the NHS by engaging in debates about Lean's strengths and weaknesses. The agenda includes presentations on using data to determine appointment needs and on applying Lean thinking in pathology. It concludes with a discussion on Lean questions and networking.
This document discusses operational excellence for clinical commissioning under the new NHS framework. It outlines some key success criteria, including driving sustainable patient outcomes through tailored care pathways, building collaborative relationships with partners, and making intelligent use of data combined with clinical experience. It then provides more details on various best practices that commissioners should consider, such as service redesign, treatment location decisions, governance structures, and using data analytics. Finally, it describes how the consulting organizations can help in areas like strategic visioning, pathway workshops, and informed decision-making.
IA Scoor bij je klant. Klantentevredenheid; hoe begin je eraan. Paul Gemmel S...Ikinnoveer
This document discusses key aspects of improving customer satisfaction. It covers 5 sessions on customer satisfaction that address: experiences and segmentation; employees and different channels; errors, complaints, recovery, learning, and improvement; and extra engagement behaviors. The sessions are organized into parts with breaks and evaluations. Case studies are also discussed on how organizations can position themselves to improve collaboration and measure performance. Key elements of the service concept and long-term partnership are examined. The document emphasizes creating a positive service climate through leadership, HR practices, support systems, and employee engagement to improve customer experience and satisfaction.
This document outlines the syllabus for a course on Total Quality Management. The 5 units cover: an introduction to quality management principles and TQM; TQM principles like leadership, employee involvement, and supplier partnership; TQM tools including 7 traditional tools, six sigma, benchmarking, and FMEA; additional TQM tools like control charts and quality function deployment; and quality systems including ISO standards and TQM implementation. Key concepts, frameworks, and contributors to TQM like Deming and Juran are also discussed.
Neil Potentier's (Customer Service Excellence Assessor and Practitioner, Assessment Services Ltd) presentation to the CILIP 2017 Conference in Manchester #CILIPConf17
Identifying and addressing the components that make for excellent customer service. Looking at your people implications to deliver excellent service. The use of the Customer Service Excellence Standard to drive and validate your journey to excellence.
The document discusses principles of total quality management including Stephen Covey's 7 habits of effective people, strategic planning principles, quality goals and objectives, quality planning steps, the roles and duties of a quality council, developing a quality policy, types of customers, customer/supplier chains, empowerment, continuous process improvement models like Juran's trilogy and the PDSA cycle, quality tools from Japan like the 3K method and Kaizen, motivation theories from Maslow and Herzberg, and the benefits of using teams.
This document discusses several key principles of total quality management including the 7 habits of highly effective people, strategic planning, quality goals and objectives, quality planning, quality councils, quality policies, customer types, customer/supplier chains, and continuous process improvement. It emphasizes that TQM requires a focus on both internal and external customers. The document also covers performance measurement, employee involvement, teams, decision making methods, and supplier partnerships in TQM.
This document discusses various models and frameworks for measuring organizational performance. It outlines categories of performance measurements such as financial, customer, quality, time, flexibility, and innovation. It then describes several specific models in more detail, including the Malcolm Baldrige National Quality Award framework, the Balanced Scorecard model, the Value Chain model, and the Service-Profit Chain model. The models provide ways for organizations to assess performance across different areas and identify opportunities for improvement.
This document provides an agenda and materials for a Lean Midlands Forum meeting on June 21, 2011. The meeting aims to share lean solutions in the NHS, discuss strengths and weaknesses of lean in the current NHS climate, and network with colleagues. The agenda includes presentations on lean transformations at Bedford Hospital and driving change through understanding patient value. It also includes a discussion on the effects of culture on global lean knowledge. The document provides materials from several presentations, including results from lean projects in radiology, cancer services, and urology at Bedford Hospital, and a discussion of challenges in continuing lean work.
This document provides an agenda for the Lean Midlands Forum on June 21, 2011. The forum aims to share lean solutions in the NHS, discuss strengths and weaknesses of lean in the current NHS climate, and network with colleagues. The agenda includes presentations on lean transformations at Bedford Hospital and driving change through understanding patient value. It also includes a session on the effects of culture on global lean knowledge and a question and answer session. The document provides summaries of the presentations.
The document discusses how people can access the Ombudsman's service and what to expect at the initial stages of making a complaint. It provides information on:
1. The service model that outlines the Ombudsman's casework approach from beginning to end based on feedback.
2. The initial information gathered when a complaint is made including details about the complaint, previous steps taken, and desired outcome.
3. Checks done to determine if a complaint can be investigated including if the organization is covered and issue is eligible.
4. Support provided to guide people through the process, ensure advocacy access, and obtain necessary upfront information.
5. Next steps if a complaint cannot be investigated
CFW - Understanding Your Costs / Open Book Costing ModelsRae Davies
The document provides an overview of open book costing for construction projects and frameworks. It outlines 10 steps to develop an open book cost model including establishing workload, labor costs, material costs, plant/tools requirements, risk costs, overhead costs, and profit margin. The document also discusses qualifications needed to win frameworks like trade certifications and accreditations. It emphasizes the importance of collaboration, continuous improvement, and focusing on client needs to work profitably on frameworks.
The document summarizes a seminar for health and social care charities that covered various topics including charity governance, employment issues like whistleblowing and safeguarding, and regulatory matters. On charity governance, it discussed the Charity Governance Code and principles of good decision making and board effectiveness. On employment, it covered protecting whistleblowers, handling safeguarding issues and investigations, and ongoing legal uncertainties around paying workers for sleep-in shifts. The regulatory session discussed increased enforcement by the CQC including larger fines and prosecutions, new inspection frameworks and areas of focus, and requirements for registration.
A2 Understanding victims' needs: assessment, quality standards and integratio...VSE 2016
(Rhiannon Evans, Supporting Justice, CIC)
At a critical point in the development and delivery of services to victims across Europe the next step is ensuring that victim services are more integrated including greater cooperation across borders. Assessing victims needs is a crucial part of the EU directive. In order that victims get the services they require there is a clear need for high quality standards to which all can adhere to.
This workshop will look at how we assess victims needs and how we monitor effective standards in service delivery. Then taking the concept further how do we ensure that victims get a consistent service across the EU.
The workshop will be designed and delivered using the expertise and experience of Supporting Justice colleagues. In particular, we will draw on our knowledge and experience of working with victims and witnesses in England and Wales, survivors of the conflict / troubles in Northern Ireland and victims in the United States to promote a consistent approach to assessing need and developing quality performance frameworks.
The document discusses the principles of Total Quality Management (TQM). It aims to help students understand TQM and use statistical approaches for quality control. The key points covered include defining TQM, its framework and contributions from quality pioneers like Deming, Juran and Crosby. Several principles of TQM are described such as customer focus, management commitment, employee involvement and continuous improvement.
This document provides an overview of the objectives and syllabus for the course GE6757-TOTAL QUALITY MANAGEMENT. The syllabus is divided into 5 units which cover topics such as the introduction and definitions of quality management, TQM principles like leadership and process improvement, TQM tools and techniques including control charts and quality function deployment, quality systems like ISO standards and implementing TQM. It also lists the textbook and references used for the course.
Presentation by Linda Tomlinson, Liaison Manager, to the HC-UK conference on complaint handling 25 April 2017. Linda discusses the role of the Parliamentary and Health Service Ombudsman (PHSO), including how it works with others to use its casework insight to support real improvements in public services and complaint handling.
The document discusses improving the NHS complaint handling system in the UK. It notes that half of unhappy patients do not complain because they do not think it will make a difference. It then outlines the ombudsman's role in highlighting issues, sharing learning from complaints, and establishing needed changes. The ombudsman seeks feedback on implementing expectations for complaints handling, measuring satisfaction, providing leadership, and how it can best support organizations.
The document discusses opportunities for advocacy services and the Parliamentary and Health Service Ombudsman to work together for public benefit. It notes an unmet need for advocacy support, as 30,000 cases come to the Ombudsman each year but 24,000 people need help making and responding to complaints locally. The Ombudsman aims to support people who bring complaints, share insights from complaints to improve services, and collaborate with advocacy services to strengthen local complaint handling.
This presentation looks out how the information in our publication 'My Expectations' be used locally to improve the way services respond and learn from complaints
Gemma Wean- Nutritional solution for Artemiasmuskaan0008
GEMMA Wean is a high end larval co-feeding and weaning diet aimed at Artemia optimisation and is fortified with a high level of proteins and phospholipids. GEMMA Wean provides the early weaned juveniles with dedicated fish nutrition and is an ideal follow on from GEMMA Micro or Artemia.
GEMMA Wean has an optimised nutritional balance and physical quality so that it flows more freely and spreads readily on the water surface. The balance of phospholipid classes to- gether with the production technology based on a low temperature extrusion process improve the physical aspect of the pellets while still retaining the high phospholipid content.
GEMMA Wean is available in 0.1mm, 0.2mm and 0.3mm. There is also a 0.5mm micro-pellet, GEMMA Wean Diamond, which covers the early nursery stage from post-weaning to pre-growing.
The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
International Cancer Survivors Day is celebrated during June, placing the spotlight not only on cancer survivors, but also their caregivers.
CANSA has compiled a list of tips and guidelines of support:
https://cansa.org.za/who-cares-for-cancer-patients-caregivers/
PET CT beginners Guide covers some of the underrepresented topics in PET CTMiadAlsulami
This lecture briefly covers some of the underrepresented topics in Molecular imaging with cases , such as:
- Primary pleural tumors and pleural metastases.
- Distinguishing between MPM and Talc Pleurodesis.
- Urological tumors.
- The role of FDG PET in NET.
DECODING THE RISKS - ALCOHOL, TOBACCO & DRUGS.pdfDr Rachana Gujar
Introduction: Substance use education is crucial due to its prevalence and societal impact.
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Our casework process - end to end
1. Our casework process
end to end
NHS Advocacy Providers Conference
Chris McAlpine – Assistant Director of Investigations
Andrew Medlock– Assistant Director of Customer Services
8 October 2015
1
2. Our casework process - end to end
• Overview of our end to end casework process
• More detail in workshops later
• Service Model – key principles;
– Evidencing sound decision making
– Providing a good customer experience
• Sharing learning
3. Our casework process – The Service
Model
• Why have we developed a Service Model?
– Evidencing sound decision making;
– Providing a good customer experience.
• What does this mean for you and your clients?
– You should experience what is set out in the model;
– You should be involved, informed and kept up to date;
– You should know what’s going on!
4. Our casework process - first stage
assessment
• First contact from complainant
• Our customer service staff consider
- properly made
- in remit
- local procedure exhausted
5. Our casework process – second stage
assessment
•We assess the case to consider:
–suitability of complainant
–time limit
–alternative legal remedy
–if another organisation is more appropriate
6. Our casework process – proposal to
investigate
• Is there a case to answer
(some indication of an injustice or hardship arising
from a possible failure in service that has not
yet been remedied)
• Can it can be resolved quickly
• Proposal to investigate
7. Our casework process - investigation
• How we gather evidence
• How we investigate
• Professional advice
8. Our casework process - investigation
• Our ‘test’
• Draft report and comments
• Final report and compliance
• Action plans – learning from
mistakes
9. Our wider role - sharing learning
• Case summaries
• Themed reports
Editor's Notes
Chris to introduce this slide – purpose is to provide a brief run through our end to end casework process. There will be more detail in workshops later when you will have an opportunity to tell us how the process works for you and your clients and to have your say on what more you think we could do to work more effectively together.
In this session we will explain how, as part of our work to develop our casework process and service, we conducted research into what people thought of our work and we have used to set out our casework process or service model. The research will also be used to inform our service charter (which Julie spoke about earlier ).
We will also tell you a bit about how we share the learning from our individual investigations more widely to help drive forward improvements in NHS care and services.
Will now hand over to Andy Medlock, AD CS, who will tell you about the work we have undertaken to develop our service and to run through the first stages of our casework process, those stages prior to us investigating a case and I will then briefly run through the investigation process.
As I mentioned earlier we will run through these parts of the process in far more detail in the workshops later today. Plenty of opportunities for questions at that point.
Over to Andy
ANDY - As part of our work to develop our service (Julie referred to earlier) we have looked at what our research was telling us about our casework process. The clear message from all parties – including many of you - was that we needed to improve on – the consistency of decision making and on our customer experience.
These underpin the Service Model – TWO KEY DRIVERS.
The Service Model is
the framework for how PHSO approaches casework.
It describes what we do & how we do it from ‘beginning to end’
It is based on feedback we have received and changes we have made to our service. It includes key behaviours we expect to see from staff when carrying out their work.
It provides clarity and certainty for staff to ensure we give a consistent, high quality service: focus on consistency of decision making and providing a good experience.
It is the cornerstone of our Quality Assurance process and staff performance will be measured alongside its expectations.
It is a key component in helping us shape ‘one vision’ of our service.
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What does it mean for you?
Our casework staff are measured against the expectations of the Service model. This includes numerical targets on various metrics (caseload and throughput), quality and equally importantly behaviours.
Translated into practical terms – this means you and your clients should experience what the Service Model requires from our staff – particularly around proactive and timely communication, well reasoned decisions and well developed levels of understanding of the needs of your clients.
ANDY - When we first receive a complaint, our customer service staff consider three basic questions to determine if the complaint is one that we can investigate. They check that it is properly made (in writing for NHS complaints - referred by an MP for parliamentary complaints), involves NHS-funded services in England and that it has exhausted the local complaints procedure.
In addition to accepting email complaints we now also have an on line form that people cam fill in – and our web design team are here today and will be happy to talk to you about our website and the form, to answer any questions you have and to capture your feedback. If a complainant has difficulty filling in the form we will be happy to do that for them and send it for their agreement. We will also signpost people to your services if they need support when submitting complaints to us or to help them with the earlier stages of the process if they have come to us too soon.
If a complaint passes these three checks we take a closer look.
ANDY - We then consider a number of assessment tests, these include:
Suitability of complainant – our legislation says that a complaint must be made by the personal directly affected by the poor care or service, unless they are not capable of doing so. If a complainant needs help they can nominate a representative to assist them (this can range from a friend or family member through to a professional advocate). If they are not capable of making their own complaint then somebody else can make it for them.
Time limit – our legislation also says that complaints should be brought to the Ombudsman within 12 months of the person knowing about the issues they are complaining about. However, we do have discretion to investigate cases that don’t meet this requirement when we think it is appropriate to do so – when a complaint is put to us out of time we give careful consideration to reasons for the delay in coming to us (such as a long time at local resolution, illness, communication difficulties), how serious the issues raised and potential injustice are and how practical it would be to carry out the investigation and so help to provide closure on the complaint for all the parties involved. Each case is different and we make decisions on a case by case basis.
Alternative legal remedy – Our legislation also says that the Ombudsman cannot investigate if there is a legal remedy that the complainant could pursue unless we consider that it is not reasonable for them to do so. This usually depends on the nature of the case and what the person wants to achieve by complaining to us. As you will know a court cannot order a body to apologise or recommend systemic changes to ensure mistakes do not happen again and the court process is not focused on providing explanations to individuals seeking closure, which is what is at the forefront of the vast majority of complainants we receive. If we believe that the complainant does have a legal remedy we then consider if it would be reasonable to expect them to pursue. In doing so we have to balance the arguments that we should not encroach upon matters that are properly in the purview of the courts against the fact that pursuing a legal claim can be too difficult or costly for the complainant to pursue. Some decisions can be very finely balanced and staff regularly consult with our legal advisers when making this decision and we will carefully consider any representations made by the complainant and organisation complained about this test.
Finally we consider if another organisation is more appropriate to investigate –some complaints could be considered by us and another complaints handler. We usually only expect one organisation to investigate and following discussion with the parties involved we may decide that the other organisation is more suitable. For example a fitness to practice complaint may be more suitable for the GMC/GDC/NMC to consider.
As you can imagine these tests can sometimes be difficult to answer so our staff may make enquires of the complainant, organisation, company or practice complained about and seek jurisdictional and legal advice when needed.
ANDY - If a complaint passes our initial tests we finally consider if there is a ‘Case to answer’ that is to say can we see at least some indication that the complainant may have suffered some injustice or hardship arising from a possible failure in service that has not yet been remedied. We are not investigating at this stage and we only need to see some indication that there is something for us to look at.
At this stage we will pause to consider whether we can resolve the case quickly and without the need for an investigation – e.g. person is seeking a particular piece of information that we can get the organisation to agree to provide
If we cannot see a quick way to resolve the complaint we will contact the complainant and organisation complained about to let them know we are proposing to investigate. Our letter will set out a brief summary of the complaint we propose to investigate and will seek comments on that.
Our letter will also request that the organisation send us the evidence we will need to start our investigation. This will usually include:
the complaint file (including copies of any interviews, witness statements or clinical opinions that have been sought during the local investigation),
copies of any relevant local standards, guidance or policies that applied at the time of the events complained about, and
relevant extracts from the clinical records.
The Ombudsman has the power of the High Court to compel the production of those documents or information.
Hand back to Chris
CHRIS - Once we receive the background papers and any initial comments on the proposal to investigate, and we decide to proceed with the investigation, we will assign the complaint to an investigator as soon as possible to start the investigation. We will contact the parties to tell them who the investigator is. This is the person they should contact with questions or queries they may have during the investigation .
The investigator will contact the parties involved to discuss the complaint and then confirm the detail of what we will investigate. They will share their plan for investigating the complaint and when they hope to complete their work. They will also agree with the parties how they will keep them updated.
As well as the initial papers submit by the parties, we will consider whether we need any further evidence. As you can imagine this can vary enormously depending on the complexity of the case and can include:
Consulting national standards and guidance, and any relevant policies in place at the time of events
Seeking clinical advice from our own advisers (who are also NHS clinicians) or advice from our legal advisers
Interviewing NHS staff and any witnesses
Visiting premises
Viewing CCTV footage, looking at phone records etc
Some cases require no more than a review of the documentary evidence and advice from a single clinician to confirm that the care or service provided met the relevant standards or guidance. Some cases, particularly those where we find evidence of potentially significant systemic failures will go much further in terms of investigation and recently we have been moving towards carrying out root cause analysis for these cases to ensure that systems that are failing are identified and put right.
CHRIS - In a nut shell our investigations look to see if what happened in the particular case was in keeping with relevant regulations, standards and guidance or established good practice. If it wasn’t, we look to see what impact that shortfall has had and if it has had an impact (caused hardship or injustice) has it already been remedied by the organisation.
When the investigation is close to completion, we will share our provisional findings – usually by sending a draft of the investigation report to the parties for comment and to agree any recommendations that we have proposed to remedy any injustice we may have found arising from service failure.
The investigator is happy to discuss any questions about the report. If a complainant or an organisation believes we have got the facts of the case wrong or they disagree with our conclusions, we ask that they give us reasons for that as soon as possible and they must provide explanations and evidence to support their position. It is not enough to simply say that they disagree with the conclusions. The investigator and their manager will carefully consider any comments and evidence provided before they come to a final decision.
Once we have issued the final report, the organisation should complete any actions recommended in the report within the time agreed, sending us relevant evidence of compliance.
If we find evidence of a systemic problem we will usually request the organisation to draw up an action plan – in essence we put the onus back on the organisation to tell us and the complainant what they are going to do to make sure the failing doesn’t happen again.
CHRIS - As you will know – there is often wider learning from the individual investigations we carry out and we are moving towards sharing more and more information from our casework to feed that learning back to the NHS
Case summaries
We now regularly publish case summaries on our website. They are searchable and provide examples of the complaints we handle. We hope they will give public service users confidence that complaining can make a difference and also manage expectations of the sorts of outcomes of bringing a complaint to us . We also hope that they will be a useful source of learning for public bodies.
Themed reports
We have also published a number of reports looking at particular themes and issues, For example a report into midwifery regulation, the diagnosis and treatment of sepsis, dental charges and most recently end of life care. These are all availble on our website
DETAIL BELOW IF QUESTIONED
Sepsis
A failure to rapidly diagnose and treat sepsis in a large number of cases we investigated indicated the need to improve awareness of sepsis – a potentially life-threatening condition that occurs when the body’s immune system goes into overdrive, setting off a series of reactions including widespread inflammation, swelling and blood clotting.
We brought together the Royal Colleges from the medical professions, the UK Sepsis Trust, NHS England and the National Institute for Health and Care Excellence to share our insight and develop system-wide changes. These included producing guidelines for healthcare professionals on recognising and treating sepsis, which are now being taken forward by NHS England, the Royal Colleges and the National Institute for Health and Care Excellence. The UK Sepsis Trust estimates that these changes could save up to 12,500 lives each year.
We published and laid before Parliament our findings and recommendations in Time to Act: severe sepsis: rapid diagnosis and treatment saves lives. We hope Parliament will follow up on our report and find out how quickly and effectively our recommendations are being acted upon.
Midwifery
In our investigations into complaints about midwifery services, we found that the lives of mothers and babies could be put at risk because of a potential conflict of interest between midwifery regulation and supervision. This is because on the one hand midwives investigate incidents on behalf of the regulator and on the other hand they are responsible for the professional support and development of a group of local midwives who are often their peers.
We worked with the Nursing and Midwifery Council, NHS England and the Department of Health to identify changes in the law that would be needed to overcome this area of weakness. We published Midwifery Supervision and Regulation: recommendations for change and laid this before Parliament. The Nursing and Midwifery Council has since announced an independent review of midwifery regulation.