Delivering Excellence in Health and Social Care : Quality, Excellence and Performance Measurement

by Moullin, Max

• ISBN13: 9780335208883
• ISBN10: 0335208886
• Edition: 1st
• Format: Paperback
• Copyright: 2002-10-01
• Publisher: Open University Press

Summary

"...this is going to be a very useful book. It provides an authoritative overview of approaches to quality management contextualised to health and social care." - Joe Walsh, Independent Management Consultant, formerly Assistant Director of Social Services at the Royal Borough of Kingston upon Thames "...the author's wealth of knowledge of the public sector is drawn upon to provide an array of interesting and apposite case studies which illustrate his main themes. As a consequence the book will be useful, not only to those who want an academic perspective, but to anyone concerned with improving the service that they provide". - David Fillingham, Director of NHS Modernisation Agency Many organizations in health and social care are striving to implement the ideas of organizational excellence, performance measurement and process improvement, in the context of a large number of government initiatives including the NHS Plan, Best Value, Clinical Governance and Quality Protects. This book provides a clear explanation of the whole area and includes a wide variety of case studies and examples within health and social care, including the Voluntary Sector.The book gives extensive guidance on the use of the Excellence Model, but it does much more than just describe how to use the Model. It provides practical guidance on how to deliver services focussed on patients and service users, on how organizations can lead, motivate and involve their staff, on partnerships and user involvement, and the vital area of process improvement. There is also a major section on performance measurement. Written by a senior lecturer at Sheffield Hallam University, who is also a Director of South Yorkshire Excellence, and a member of Trent Regional Health Authority's Modernisation Board, Delivering Excellence in Health and Social Care will be of considerable value to managers at all levels in health and social care.

Author Biography

Max Moullin is a senior lecturer in Total Quality Management and Organisational Excellence at the School of Business and Finance at Sheffield Hallam University and a member of Trent Regional Health Authority's Modernisation Board. He is also a Director of South Yorkshire Excellence, which promotes quality and excellence for organizations across the region.

Table of Contents

Foreword	xi
Introduction	1	(2)
Part One: Quality	3	(90)
What is quality in health and social care?	5	(31)
Why quality?	5	(2)
Importance for patients and service users	5	(1)
Importance for staff	6	(1)
Importance for reducing costs	6	(1)
Implications of poor quality in a hospital	7	(1)
Approaches to defining quality	7	(6)
Transcendent	9	(1)
Product-based	9	(1)
Manufacturing-based	9	(3)
Consumer-based	12	(1)
Value-based	13	(1)
Hybrid definitions	13	(1)
Defining quality in health and social care	13	(3)
Quality in primary care	15	(1)
Dimensions of quality: identifying the needs of service users and other stakeholders	16	(8)
Quality for users of an artificial limb centre	21	(1)
Dimensions of quality for carers	22	(1)
What customers want	22	(2)
Perceptions and expectations	24	(1)
Moments of truth	25	(1)
Quality and equity	26	(2)
Quality and cost	28	(4)
The prevention, appraisal, failure (PAF) model	28	(3)
Missing reports in outpatients	31	(1)
Bridging the quality gap	32	(4)
Quality management	36	(28)
Quality control, assurance and management	36	(2)
Total quality management (TQM)	38	(5)
Oakland's model	39	(1)
Core concepts of TQM	40	(3)
Quality initiatives in health and social care	43	(9)
The NHS Plan	45	(2)
Clinical Governance	47	(1)
Best Value	48	(1)
Modernising Social Services	49	(1)
A Quality Strategy for Social Care	50	(1)
Investors in People	50	(1)
Charter Mark	51	(1)
The philosophies of Deming, Juran and Crosby	52	(12)
W. Edwards Deming	52	(5)
Joseph Juran	57	(2)
Philip Crosby	59	(3)
The three gurus compared	62	(2)
Quality standards and quality systems	64	(29)
Setting service standards	64	(10)
What is a standard?	65	(2)
Hard and soft standards	67	(2)
Good practice in developing standards	69	(1)
Quality standards at Centrepoint	70	(1)
Quality standards at Capital Carers	71	(1)
Structure, process, outcome	71	(3)
Monitoring service standards	74	(3)
Monitoring standards in child protection	77	(1)
Monitoring standards in contracts and partnership arrangements	77	(3)
Quality systems	80	(3)
Quality systems in mental health	83	(1)
ISO9000	83	(10)
Requirements of ISO9001	85	(2)
Benefits of ISO9000	87	(1)
Guidelines for implementation	88	(3)
ISO9000 and TQM	91	(2)
Part Two: Excellence	93	(92)
The Excellence Model	95	(27)
What is excellence?	95	(1)
The EFQM Excellence Model	96	(10)
Underlying concepts of the Excellence Model	98	(2)
The Excellence Model and TQM	100	(1)
Death by 100 initiatives	101	(1)
Model criteria and sub-criteria	102	(4)
Self-assessment using the Excellence Model	106	(11)
Using RADAR	107	(1)
Scoring and self-assessment	108	(3)
Carrying out self-assessment	111	(2)
Self-assessment and business planning	113	(4)
Implementing the Excellence Model in social care	117	(1)
Case studies	117	(4)
South Tees Acute Hospitals NHS Trust colposcopy clinic	117	(2)
Cheshire social services	119	(1)
Thames Reach	119	(2)
Using the model if limited time is available	121	(1)
Leadership, policy and strategy	122	(21)
Total quality leadership (TQL)	124	(1)
Characteristics of effective leaders	125	(4)
Leadership styles	127	(1)
Leadership competencies	128	(1)
Leadership of change	129	(3)
Developing a learning culture	132	(3)
Visions, missions and core values	135	(2)
Implementing policy and strategy	137	(2)
Policy deployment	139	(4)
Going beyond the mission statement: requirements for effective policy deployment	139	(2)
Policy deployment at Center Parcs	141	(1)
Policy deployment at Kingston upon Hull City Council	141	(2)
People development and involvement	143	(16)
People involvement and empowerment	145	(2)
Empowerment	146	(1)
Developing effective teams	147	(5)
Teams for quality improvement	149	(3)
Clear performance objectives	152	(2)
Improving working lives	154	(1)
Developing a service culture	154	(2)
Twelve steps to a service culture	156	(3)
Partnerships and user involvement	159	(11)
Managing quality across organizational boundaries	159	(5)
Partnerships in intermediate care	161	(1)
North East Derbyshire Community Mental Health Service	162	(2)
Principles of partnership working	164	(1)
User involvement	165	(4)
Involving carers	167	(1)
The three Cs of user involvement	168	(1)
Responding to user views	169	(1)
Process improvement	170	(15)
Redesigning the process	171	(2)
Defining the process	171	(2)
Achieving breakthrough improvements	173	(4)
Making sure all activities add value	173	(1)
Designing customized processes for particular groups	174	(1)
Scheduling activities	175	(1)
Identifying bottlenecks and constraints	176	(1)
Communication	177	(1)
Goldratt's theory of constraints (TOC)	177	(3)
Lean thinking	180	(2)
Process improvement and business process re-engineering (BPR)	182	(3)
Part Three: Performance measurement	185	(34)
Measuring performance	187	(30)
What is performance measurement?	188	(2)
Aims of performance measurement	189	(1)
Benchmarking	190	(3)
Why benchmark?	191	(1)
Carrying out a benchmarking study	192	(1)
The performance prism	193	(4)
Use of the prism at London Youth	194	(3)
Measuring the effectiveness of a taskforce	197	(1)
The balanced scorecard	197	(2)
A balanced scorecard for public sector organizations	199	(1)
Measuring performance using the Excellence Model	200	(3)
Perception measures, performance indicators and outcomes	201	(2)
Using the Excellence Model to measure performance in a mental health unit	203	(1)
Quality performance indicators	203	(4)
Developing quality performance indicators	204	(1)
Performance Indicators for TSB Homeloans	205	(2)
Best Value performance indicators	207	(1)
Measuring user perceptions	207	(8)
Qualitative methods	209	(2)
Questionnaires	211	(4)
Measuring perceptions and expectations	215	(2)
Delivering excellence: a final word	217	(2)
References	219	(8)
Index	227