NHS Improving Quality held a webinar about basic service improvement tools and techniques for strategic clinical network and mental health teams with little or no service improvement experience. The aim was to raise awareness and gauge future training needs.
NHSIQ held a “Introduction to Process Mapping” webinar for strategic clinical network and mental health teams. The aim was to provide staff with a grounding or refresher into using this powerful service improvement tool.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
Improvement training - Presentation from the Winterbourne Medicines Programme Launch held in London on 10 September 2014
Ensuring safe, appropriate and optimised use of medication for people with learning disabilities who demonstrate behaviour that can challenge
NHSIQ held a “Introduction to Process Mapping” webinar for strategic clinical network and mental health teams. The aim was to provide staff with a grounding or refresher into using this powerful service improvement tool.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
Improvement training - Presentation from the Winterbourne Medicines Programme Launch held in London on 10 September 2014
Ensuring safe, appropriate and optimised use of medication for people with learning disabilities who demonstrate behaviour that can challenge
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
by David Fillingham and Mike Maguire of Bolton Hospitals NHS Trust shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
How to Leverage Lean for Long-Term Success (Under Short-Term Pressures)KaiNexus
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In this webinar, you'll learn:
- How to leverage the intellectual capital and experience of your frontline employees first
- To not overcomplicate your Lean improvement with too much of the scientific and not enough of the practical
- Why it’s important to build trust and support for continuous improvement
- How Lean best fits into a larger, long-term continuous improvement strategy in a way that avoids succumbing to short-term pressures
- How leadership and a Lean team can create and empower laser-focused energy
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
by David Fillingham and Mike Maguire of Bolton Hospitals NHS Trust shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
How to Leverage Lean for Long-Term Success (Under Short-Term Pressures)KaiNexus
A webinar presented by Warren Stokes for the KaiNexus webinar series on August 10, 2017.
In this webinar, you'll learn:
- How to leverage the intellectual capital and experience of your frontline employees first
- To not overcomplicate your Lean improvement with too much of the scientific and not enough of the practical
- Why it’s important to build trust and support for continuous improvement
- How Lean best fits into a larger, long-term continuous improvement strategy in a way that avoids succumbing to short-term pressures
- How leadership and a Lean team can create and empower laser-focused energy
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
Check out this introduction to Lean processes in a health care setting—touching on 5 keys to Lean success. This presentation is from a recent AORN webinar, which is available for replay at http://bit.ly/188O2uQ. Get complete Lean instruction and tools for implementation during a workshop in Denver, CO; more information on these August and September events available at http://bit.ly/14B9gLu.
How can you extend current uses of Lean Six Sigma beyond process but to incorporate empathy building? Join Jill Secord, RN, MBA, who will explore effective integration of proven approaches to accelerate quality and efficient health care services.
How to Transform Your Orthopedic Program Into A Destination CenterWellbe
How do you excite all levels of the organization and motivate them to move towards one true north? The key is creating focus, energy and alignment.
- Learn how to listen and connect with the voice of your customers (VoC), the voice of your business (VoB) and the voice of your employees (VoE)
- Break down department silos and create a thriving team culture eager to drive innovation and improvement
- Delight your patients and watch 'word of mouth' marketing become a major driver of sales for your program
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3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
How Leadership Commitment and a Systematic Approach Spread ImprovementKaiNexus
Hosted by KaiNexus, presented by Karen Kiel-Rosser and Ron Smith of Mary Greeley Medical Center.
Does your organization struggle with engaging everybody in daily continuous improvement? Is it difficult to figure out how to combine formal improvement events, projects, and "WorkOuts" while engaging all employees to bring forward their ideas? Are you unsure how to spread improvement methodologies across departments?
In this webinar, you will learn:
How MGMC has combined Lean tools and methodologies with a "managing for daily improvement" approach
How leadership and technology enable and support successful improvement methodologies
MGMC's vision for leaders getting everybody engaged in improvement
How MGMC has systematically (and successfully) spread continuous improvement methodologies across the hospital over the past 12 months
Why it's important to engage leaders and to educate them about improvement and the role they need to play
Mary Greeley Medical Center (MGMC), a 220 bed acute care facility in Ames, Iowa, has received "Gold" level recognition in the Iowa Recognition for Performance Excellence (IRPE) program, the top honor in the IRPE program (the state level Malcolm Baldrige award).
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Care Analytics assessments are important because they give you a realistic view of what is happening in the day-to-day practice of your facility. They help you sort out problems that need considerable work from issues that appear to be working reasonably well and perhaps need only staff reminders to be on
track. Unlike surveys in which you try to put your best foot forward, this is a survey that requires you to look at both feet honestly and constructively.
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
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Guest speaker:Dr Dawn Moody, Director - Fusion48
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Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
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To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
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TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
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We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
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About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
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In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
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Webinar basic service improvement tools and techniques
1. Welcome!
We will start shortly, but are waiting for people to join,
don’t worry if you can’t hear anything yet.
Before we start we will be going through some E-Seminar
housekeeping items, so that everyone can participate
fully in the online meeting
If you are having difficulties joining the meeting please
call Alyson Banks-Davies on 0116 295 0044
NHS Improving Quality
Service Improvement Tools
Overview for Mental Health teams
2. 1. Welcome & Introduction
2. Housekeeping
3. Achieving Excellence in Mental Health
4. The NHS Change Model
5. Benefits of Delivering High Quality Care
6. Process Mapping
7. Demand and Capacity
8. Measurement for Improvement
9. Clients/Patients, Carers and Public Involvement
10. Engagement, Getting Started and Sustainability
11. Case Studies Coming Online
12. Questions & Answers
13. Other Resources and e-Learning
14. What’s Next
AGENDA
3. NHS Improving Quality
Service Improvement Tools
Overview for Mental Health Teams
Jeri Hawkins Elaine Kemp
www.nhsiq.nhs.uk/
Welcome and Introduction
Anita Hayes
Programme Delivery Lead End of Life Care, Mental Health and Dementia
4. • During the E-Seminar we will mute all delegate’s lines throughout
the presentation.
• If at other times you are in a noisy environment please mute your
line by pressing the mute button on your screen (this can be
found on the right hand side of the screen)
• If you would like to ask a question please use the raise hand
button (this can be found on the right hand side of the screen)
• This is an interactive session, please add your comments, and
thoughts into the chat box as we go through the presentation.
• At the Q&A session, type your question into the chat, or raise your
hand, we will un-mute all lines during the Q&A.
• If you are having any technical problems, send a message to the
Host via the chat panel or call Alyson Banks-Davies on 0116 295
0044
• We will now start recording this Webinar
6. The NHS Change Model
Today –
• Process mapping
• Demand and Capacity
• Measurement for improvement
• Patient and public involvement
• Engagement and ‘getting started’ and
sustainability
Where is NHS working now?
- Crisis support
- Cardiovascular physical Health Checks
12. DEMAND AND CAPACITY
Demand – How much work we are asked to
do - referrals
Backlog – Work we have been as yet unable
to do – waiting lists
Capacity – The amount of work we should
be able to do – beds
Waste – The amount of capacity lost –
cancellations, DNA’s
Activity – What we actually delivered
13. Demand, capacity, activity and backlog need to be measured in the
same units for the same period of time
Don’t compare unless they are measured in the same unit of time
It is important to compare on a single graph and the same measures
must be used for each
• When you:
- have a completed process map, identified the long
delays and understand the variation
- need to focus improvement on flow and prove a variance between
demand and capacity
Examples:
• Reducing the time from receipt of referral to first assessment
appointment for CMHT
• Improving the transition time between liaison psychiatry assessment
in the ED and provision of appropriate further services, eg inpatient
specialist bed
When to look at demand and capacity
14. A Few benefits of looking at demand and capacity
• Flow can be improved by reducing the variation in capacity and
ensuring that the capacity meets the variations in demand,
particularly where there is a constraint (bottleneck) in the
process
• Balancing demand and capacity can help reduce errors by
ensuring staff are not working in an environment where there
is a constant backlog
• Most delays and inefficiencies in the healthcare system are not
the result of excess demand or the shortage of resources. The
key issue is a mismatch between when capacity is available and
when demand presents to a service.
15. Demand and Capacity Top Tips
• Always compare like with like – e.g. time as a unit of measure
• Start simple and use existing data where possible
• If no data exists complete a snap shot audit
• Be aware of the impact on other services of efforts to deal with
backlogs (surges of work) and focus on the whole journey
• Even in a well designed process flow will be affected by capacity and
demand
• Make sure clinical and administrative processes are aligned
16. “You can’t fatten a cow
by weighing it”
(Palestinian proverb)
Improvement is not about measurement,
but……..
How do we know if a change is an
improvement?
“If you can’t measure it, you can’t improve it”
Measurement for improvement
16
17. Measurement throughout
the project cycle
Project
Identification
Getting a
baseline
Did project
make a
difference
Will project
sustain
Evaluating
worth of the
project
A P
DS
A P
DS
A P
DS
A P
DS
A P
DS
17
20. To identify whether we are meeting service requirements: How do we know that we
are providing the services/products that our service users and carers require?
To help us understand our processes: To confirm what we know or reveal what we
don't know: Do we know where the problems are?
To ensure decisions are based on fact, not emotion: Are our decisions based on
well-documented facts and figures or on intuition and gut feelings?
To show where improvement needs to be made: Where can we do better? How can
we improve?
To show if improvements actually happened: Do we have a clear picture?
To reveal problems that bias, emotion, and longevity cover up: If we have been
doing our job for a long time without measurements, we might assume incorrectly
that things are going well. (They may or may not be, but, without measurements,
there is no way to tell.)
To identify whether others are meeting our requirements: Do people giving us a
service know if our requirements are being met?
20
Some Benefits of Measurement
21. 1. All your gut should tell you is when to eat
2. Measurement is not the goal; improvement is
3. Remember that variation exists
4. Define what you are collecting clearly
5. It is better to measure a few simple things well than to
develop many complex metrics and measure them badly
6. A few key measures plotted over time is all you really need
to know if there has been an improvement
7. Only interpret data using statistically significant measures
8. Statistical Process Control was designed to be used with
PDSA cycles - use it for all stages of your project
Measurement Top Tips
21
23. The secret of getting ahead is
getting started. The secret of
getting started is breaking
your complex overwhelming
tasks into small manageable
tasks, and then starting on the
first one.
Mark Twain
Engagement, getting started and
sustainability
24. The work before the work….
• Stakeholder
profiling
• Engagement and
working with groups
25. The work before the work….
• How to manage the
project
• Sustainability
28. 3
• Any Questions?
If you have a question, either type it into the chat
box or raise you hand and we will unmute your line
so you can ask us directly.
29.
30. Other resources and e-Learning
http://mentalhealthpartnerships.com/
Mental Health Innovation Hub
http://www.yhpho.org.uk/default.aspx?RID=191242
Mental Health Dementia and Neurology Intelligence Network
http://www.jcpmh.info/
Joint Commissioning Panel for Mental Health. Co-chaired by RC Psych/RC GP.
http://www.wardipedia.org/
Ideas, examples, information and research about therapeutic inpatient mental health care
http://www.rcpsych.ac.uk/workinpsychiatry/qualityimprovement.aspx
Royal College of Psychiatrists College Centre for Quality Improvement (Note: Access to resources may
require membership or subscriptions)
http://www.piramhids.com/home.aspx
Positive and innovative resources: A Mental Health Interactive Database (Scotland)
http://www.icptoolkit.org/home.aspx
Integrated Care Pathways for Mental Health (Scotland)
31. What Next?
• We are going to run a poll (insert
explanation) to find out if you have
any service improvement training
needs
• We would also like to hear if you have
good examples of service
improvement
32. 3
Thank you
A link to this webinar will be sent out to you shortly
along with a link to the slides which will be made
available through our website