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