IGNITE! Building Blocks of Continuous Improvement Part 1 #QIBBF
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Transcript of IGNITE! Building Blocks of Continuous Improvement Part 1 #QIBBF
Dr. Peter Chamberlain
BSc MBChB MRCP MRCGP
General Practitioner
Clinical Commissioner
Health Foundation Quality
Improvement fellow
@drpjchamberlain
The Building Blocks to Effective
Continuous Quality Improvement
Across an Organisation (#QIBBF)
Inputs leading to Building Blocks Framework
1 IHI training programs• IA program / Patient safety officer / HSPH• Fellows seminars
2 15 site visits to highly effective organisations
3 Cross examination of other frameworks
4 Presentations internationally renowned leaders for critique & iterative feedback• IHI mentors, health executives• The Health Foundation• Kings Fund
5 Testing: Face value and score thresholds (2 organisations)
6 Testing: Collaborative scoring mechanism (1 NHS organisation)
7 Testing: Applicability with variety (15 NHS organisations)
8 Testing: Longitudinal use with coaching support (3 NHS organisations)
Attributes of Highly Reliable Organizations (Studer)
"…exceptionally consistent in accomplishing their goals and avoiding potentially catastrophic errors"
1. Sensitive to operations 2. Reluctance to accept "simple" explanations for
problems3. Have a preoccupation with failure4. Defer to ‘expertise’ at the front line5. Display resilience and relentlessness
The Trajectory
“Sustainable competitive advantage has to be
won by creating the internal capacity to
improve and innovate – fast and without let
up. Simply put, today’s leading organizations outrace
their competition by outlearning them.”
Time
Ou
tco
me
Steve Spear
Mechanism – (what)(seed)
Context - (where) (soil)
Process – (how)(Gardener: Light, water)
Outcome
Motivation – (why)
Mo + Me + C + P = O
Cultural & Infrastructure
Essentials
Learning System
Essentials
Person & Family
Centered Care
The principles to direct continuous improvement
The mechanisms to sustain continuous improvement
The foundations to support continuous improvement
Without this we won’t have the right values to continually improve
Learning System
Essentials
Person & Family
Centered Care
Person and Family Centered Care
Cultural & Infrastructure
Essentials
Without this we won’t have the right values to continually improve
Family as a unit of care
Partnership in PersonalizedCare
“What’s the matter?” to “what matters to me”
System Co-designRepresentation
Stories & Voices
Learning System
Essentials
Person & Family
Centered Care
Person and Family Centered Care
Cultural & Infrastructure
Essentials
Co-design, representation,Stories & Voices
Family as a unit of care
Partnership in Personalized Care
What matters to me
Co-design, representation,Stories & Voices
Family as a unit of care
Partnership in Personalized Care
What matters to me
Co-design, representation,Stories & Voices
Family as a unit of care
Partnership in Personalized Care
What matters to me
www.myopennotes.org
Personalized Care Clinic- ‘family consult area’
Family Wellness Warriors
KP “My Health”
Co-design, representation,Stories & Voices
Family as a unit of care
Partnership in Personalized Care
What matters to me
Co-design, representation,Stories & Voices
Family as a unit of care
Partnership in Personalized Care
What matters to me
Without this we won’t have the right values to continually improve
Learning System
Essentials
Person & Family
Centered Care
Cultural & Infrastructure
Essentials
Cultural & Infrastructure Essentials
Without this we won’t have the right values to continually improve
Valued Workforce & Psychological Safety
‘Team’ ethos: Clinical &
Informatics Integration
Increasing staff capacity
& capability in QI & innovation
Learning System
Essentials
Person & Family
Centered Care
Leadership with relentless
focus who connect with
the ‘front line’
Cultural & Infrastructure
Essentials
Cultural & Infrastructure Essentials
We believe that the time
has come for business to stop looking at people as resources and to start looking at them as human beings..
..Put your staff first, your customers second & your shareholders third – you will benefit all three.
• Staff sickness 10%• Financial surplus• 30% drop deaths
2009-13• Achieved 18w waits
across all specialities