Implementing and sustaining transformational change in health care: lessons learnt about clinical process redesign

McGrath, Katherine; Bennett, D; Ben-Tovim, David I.; Boyages, Steven; Lyons, Nigel; O'Connell, T. J.

doi:10.5694/j.1326-5377.2008.tb01672.x

Cited by 34 publications

(44 citation statements)

References 5 publications

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“…In addition, while clinical staff were actively involved in the redesign process, helping to determine the direction of change, the hospital Executive made the program part of their core business and were accountable for the implementation of change. 26 Good data are critical to any clinical services redesign program. The data collected at PMH was a key and powerful enabler in effecting change.…”

Section: Discussionmentioning

confidence: 99%

The National Emergency Access Target (NEAT): can quality go with timeliness?

Maumill¹,

Zic²,

Esson³

et al. 2013

Medical Journal of Australia

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Section: Discussionmentioning

confidence: 99%

The National Emergency Access Target (NEAT): can quality go with timeliness?

Maumill¹,

Zic²,

Esson³

et al. 2013

Medical Journal of Australia

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“…This mechanism agrees with the literature regarding systembased workforce redesign. [ [9] who noted that clinical redesign processes can successfully scale up to a state-wide approach with due attention to careful planning and centralised systems.…”

Section: Discussionmentioning

confidence: 99%

“…A video-conference-delivered, and assistant-supported falls and balance group showed similar outcomes to traditional therapy models. Another project reported that there was no significant difference in clinical outcome between skill sharing and conventional uni-professional practice in a community based elderly population Changes in staff satisfaction / feedback 9 About half the projects reported a general staff satisfaction associated with the new models of care associated with Calderdale Framework implementation, A few specifically reported that Calderdale Framework improved teamwork, communication and understanding of each other's roles, A few projects reported staff satisfaction as indicated by their commitment to the new models of care and their confidence to carry out their new roles within these systems.…”

Section: Limitations Of the Studeymentioning

confidence: 99%

Evaluation of the State-Wide Implementation of an Allied Health Workforce Redesign System: Utilisation of the Calderdale Framework

Pain¹,

Patterson²,

Kuipers³

et al. 2006

APJHM

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Background:Increasing demand for allied health services is driving workforce redesign towards greater productivity within budgetary constraints. To date, there has been limited research into workforce redesign tools at an organisational level. The aim of this article was to evaluate an implementation of The Calderdale Framework for state-wide service delivery workforce redesign within allied health settings across Queensland. Method:A multi-phase methodology with mixed methods of data collection was used. This included analysis of documents, staff surveys, and semi-structured, in-depth interviews with staff from work units utilising the Framework across the state. Findings:The primary mechanisms for implementation were staff training and provision of centralised resources. Across the state, all health services engaged in training and most completed associated workforce redesign projects. However, the number and type of projects varied across the state as did the successful projects. Feedback from staff indicated the structured nature of the framework was viewed positively, but was time intensive to perform. Local contextual factors heavily influenced workforce redesign success.Conclusion Key factors pertaining to statewide workforce redesign include: providing coordinated and centralised systems to support staff, ensuring adequate training, prioritising the development of key local staff, and proactively managing local contextual factors.

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“…O caso prático ICAVC, assim como os casos descritos por Laursen, Gertsen e Johansen (2003), Womack et al (2005), Ben-Tovim (2008) As variações do formato padrão de um EK apresentadas por Bush (2007) e Nelson et al (2009), com eventos de 2 e 4 dias, podem ser soluções interessantes para hospitais.…”

Section: Práticas De Gestão Da Condução Do Processo De Mudança No Casunclassified

“…A definição de padrões e responsáveis, assim como apontado por McGrath et al (2008), é fundamental para que as melhorias implantadas se sustentem. O acompanhamento de indicadores permite avaliar o sucesso das ações e tomar medidas para corrigir eventuais desvios do objetivo inicial.…”

Section: Sustentabilidade Das Melhorias Implantadasunclassified

Lean healthcare: recomendações para implantações dos conceitos de produção enxuta em ambientes hospitalares

Bertani¹

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O sistema de produção que foca na geração de valor para o cliente e na eliminação de desperdícios já demonstrou seu poder no setor manufatureiro e agora começa a chamar a atenção do setor de bens e serviços. Um enfoque crescente, em particular, está sendo dado à aplicação dos conceitos lean no setor de saúde, sendo comumente denominado lean healthcare. A literatura apresenta diversos casos de hospitais que iniciaram sua jornada lean e já colhem seus resultados. Este trabalho visa analisar alguns desses casos, acompanhar e relatar uma aplicação prática conduzida pelo autor e, como resultado, contribuir com recomendações para condução de futuras implantações de conceitos lean em hospitais.

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Implementing and sustaining transformational change in health care: lessons learnt about clinical process redesign

Cited by 34 publications

References 5 publications

The National Emergency Access Target (NEAT): can quality go with timeliness?

The National Emergency Access Target (NEAT): can quality go with timeliness?

Evaluation of the State-Wide Implementation of an Allied Health Workforce Redesign System: Utilisation of the Calderdale Framework

Lean healthcare: recomendações para implantações dos conceitos de produção enxuta em ambientes hospitalares

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