M4: Transitioning from Quality Improvement to Quality Management: A system to to continuously Reduce Healthcare System Costs

Wednesday 27 March

Part A: Scotland’s next move – transitioning from Quality Improvement to Quality Management

Want to move from quality improvement to quality management? Does your approach to quality planning, quality improvement and quality control feel out-of-balance?

Our quality management system framework is a practical model based on Juran’s trilogy yet tailored for a modern health and social care context. Participants will learn the core components of the framework, consider its application from macro to micro level and assess their own organisation’s approach to quality management.

After this session, participants will be able to:

1. Understand the importance of embedding QI within a wider systematic approach to quality management
2. Apply the quality management framework to their service or system to identify gaps and areas for development
3. Identify ways to integrate person centred care, co-design and a focus on relationships with traditional quality management approaches

Ruth Glassborrow, Director of Improvement, Healthcare Improvement Scotland; Scotland
Joanne Matthews, Head of Improvement and Safety, Improvement Hub (ihub), Healthcare Improvement Scotland; Scotland

Part B: A Quality Management System to Continuously Reduce Health Care System Costs

This session will present the results of an 18-month pilot program that introduced a new system of quality management to three hospitals in the Scottish NHS, as published in Harvard Business Review. The management system featured the introduction of new tools to bring together cost, capacity, and quality metrics, including visual management boards reviewed weekly through brief huddles at the unit level linking cost and quality measures to pareto analyses and improvement projects.

After this session, participants will be able to:

1. Articulate the key components of a quality management system
2. Describe several tools to continuously reduce cost and waste in a health care system, with leadership by point-of-care staff
3. Understand how to make the case to senior leaders regarding the impact of these new tools with reference to a “return on investment” analysis

Kay Cordiner, Value Management Lead, NHS Highland; Scotland
Jeff Rakover, Senior Research Associate, Institute for Healthcare Improvement; USA