reframing towards quality - microsystem coaching academy · 2018-07-10 · different messages for...
TRANSCRIPT
Reframing towards quality Helen Kay, Associate Director – Strategy and Transformation Sam Brown, Improvement Project Manager
05 June 2017
Session outline
Sheffield Children’s context
Our approach
Key learning
Exercise in reframing towards quality
The P’s and Q’s QUIZ
Project Driver Methodology Benefits
Car Parking £ Project £
Well prepared theatres £ Microsystem/ Project
£; Patient Exp ; Staff Exp ; Safety
Tongue Tie pathway Q Microsystem Patient Exp ; Clinical outcome
Psychology waits Q Microsystem £; Staff Exp ; productivity; patient experience
Hearing Services clinic cancellations
Q Microsystem £; Staff Exp ; productivity, patient experience
E - rostering £ Project £; Staff Exp ; safety
Difficult Asthma clinic Q & £ Microsystem/ Project
Patient Exp ; £; sustainability
Service Improvement Team
SERVICE IMPROVEMENT
TEAM
Cost Improvement Programme
Service Improvement
CQUINS
QIPP
MCA Trained Coaches Project Management training MSP trained
PMO
1 2 3 4 5
Our story
Cross roads pic
Approach
Service Improvement
What we have done
Project managers also coaches
Get the message out there at all
levels
Championing success
Challenging the language and
reframing
Developing standardised service
redesign method
“Being a chameleon”
“This time it’s about the money”
Surgical flow example
Divisional Management Team, Accountants, Matron developed 15 Global Aim statements with tick box
list for measures/KPIs to help quickly turn ideas into defined projects for clinical teams to work on with
support
1 extra patient on list
Staggered arrivals
Start on time
Theatre Escorts
etc
etc
What have we learned so far
Language is important
Different messages for different audiences
Reframe the hard messages
Stakeholders – think wider than the microsystem
BAU vs Microsystem – using the tools vs ‘doing a Microsystem’
Don’t limit your methodology dependent on driver
Providing a toolkit- Mixing hard and soft skills
Joint training
Benefits – choosing what you do with them transparently helps
Connecting the business – recognise the dominant narrative
Added value at various levels
What’s your narrative?
Prepare 30 second elevator pitch to describe the
Surgical Flow programme to these audiences:
Table 1 Patients
Table 2 Director of Finance and team
Table 3 Clinical team
Table 4 Commissioners
Table 5 Trust Board
Surgical Flow programme
What is it?
2 year programme with focus on continuous improvement and staff / service
user involvement to shape safe, effective and efficient elective care. Needs to
bring financial efficiencies too.
Key project areas
Scheduling
Start times
Patient flow through theatre
Fast track lists
Pre op assessment
Discharge processes
High level benefits
Improved Patient/Family Experience
Make the working day easier by improving workflow
Encourage cultural change through “Right First Time” and standardisation
Efficient use of resources and reduce waste in system
Increased activity in theatres
Reduced sickness / toil
Language
Efficiency
Flow
Cost saving
More for less
Patient Experience
Organised
Safe
Service user involvement
Staff involvement
Improvement
Effective
Appropriate reporting
mechanisms
Responsibility
Timely
Patient Centred
Equitable
Improved clinical outcomes
Staff ideas
Increase pace of roll out
Cultural change
Accountable
Right First Time
Standardisation
Reduce waste
Strategy
Defined programme of works
Ownership