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Implementing large-scale quality improvement – lessons from the productive ward: Releasing time to care

Implementing large-scale quality improvement – lessons from the productive ward: Releasing time to care
Implementing large-scale quality improvement – lessons from the productive ward: Releasing time to care
Purpose: This paper is concerned with facilitating large-scale quality improvement in health care, and specifically understanding more about the known challenges associated with implementation of Lean innovations: receptivity, the complexity of adoption processes, evidence of the innovation, and embedding change. Lessons are drawn from the implementation of The Productive Ward: Releasing Time to CareTM programme in English hospitals.

Design/participants: The study which the paper draws upon was a mixed-method evaluation which aimed to capture the perceptions of three main stakeholder groups: national-level policymakers (15 semi-structured interviews), senior hospital managers (a national web-based survey of 150 staff), and healthcare practitioners (case studies within five hospitals involving 58 members of staff). The views of these stakeholder groups were analysed using a diffusion of innovations theoretical framework to examine aspects of the innovation, the organisation, the wider context and linkages.

Findings: Although The Productive Ward was widely supported, stakeholders at different levels identified varying facilitators and challenges to implementation. Key issues for all stakeholders were staff time to work on the programme and showing evidence of the impact on staff, patients and ward environments.

Implications: To support implementation policymakers should focus on expressing what can be gained locally using success stories and guidance from ‘early adopters’. Service managers, clinical educators and professional bodies can help to spread good practice and encourage professional leadership and support. Further research could help to secure support for the programme by generating evidence about the innovation, and specifically its clinical effectiveness and broader links to public expectations and experiences of healthcare.

Originality/value: This paper draws lessons from the implementation of The Productive Ward programme in England which can inform the implementation of other large-scale programmes of quality improvement in health care.
quality improvement, nhs, change management, innovation, improvement
0952-6862
237-253
Morrow, Elizabeth
06f05597-f184-42f5-b3b5-9d15e2613e2a
Robert, Glenn
baad923d-0b26-492d-bb62-d3038bc662e6
Maben, Jill
3240b527-420c-498e-9f66-557b96561f40
Griffiths, Peter
ac7afec1-7d72-4b83-b016-3a43e245265b
Morrow, Elizabeth
06f05597-f184-42f5-b3b5-9d15e2613e2a
Robert, Glenn
baad923d-0b26-492d-bb62-d3038bc662e6
Maben, Jill
3240b527-420c-498e-9f66-557b96561f40
Griffiths, Peter
ac7afec1-7d72-4b83-b016-3a43e245265b

Morrow, Elizabeth, Robert, Glenn, Maben, Jill and Griffiths, Peter (2012) Implementing large-scale quality improvement – lessons from the productive ward: Releasing time to care. International Journal of Health Care Quality Assurance, 25 (4), 237-253. (doi:10.1108/09526861211221464).

Record type: Article

Abstract

Purpose: This paper is concerned with facilitating large-scale quality improvement in health care, and specifically understanding more about the known challenges associated with implementation of Lean innovations: receptivity, the complexity of adoption processes, evidence of the innovation, and embedding change. Lessons are drawn from the implementation of The Productive Ward: Releasing Time to CareTM programme in English hospitals.

Design/participants: The study which the paper draws upon was a mixed-method evaluation which aimed to capture the perceptions of three main stakeholder groups: national-level policymakers (15 semi-structured interviews), senior hospital managers (a national web-based survey of 150 staff), and healthcare practitioners (case studies within five hospitals involving 58 members of staff). The views of these stakeholder groups were analysed using a diffusion of innovations theoretical framework to examine aspects of the innovation, the organisation, the wider context and linkages.

Findings: Although The Productive Ward was widely supported, stakeholders at different levels identified varying facilitators and challenges to implementation. Key issues for all stakeholders were staff time to work on the programme and showing evidence of the impact on staff, patients and ward environments.

Implications: To support implementation policymakers should focus on expressing what can be gained locally using success stories and guidance from ‘early adopters’. Service managers, clinical educators and professional bodies can help to spread good practice and encourage professional leadership and support. Further research could help to secure support for the programme by generating evidence about the innovation, and specifically its clinical effectiveness and broader links to public expectations and experiences of healthcare.

Originality/value: This paper draws lessons from the implementation of The Productive Ward programme in England which can inform the implementation of other large-scale programmes of quality improvement in health care.

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More information

Published date: April 2012
Keywords: quality improvement, nhs, change management, innovation, improvement
Organisations: Quantum, Light & Matter Group

Identifiers

Local EPrints ID: 171639
URI: http://eprints.soton.ac.uk/id/eprint/171639
ISSN: 0952-6862
PURE UUID: dd51fae3-48e3-4ffd-b8a3-2de290dbd7cf
ORCID for Peter Griffiths: ORCID iD orcid.org/0000-0003-2439-2857

Catalogue record

Date deposited: 20 Jan 2011 10:42
Last modified: 05 Nov 2019 01:41

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