Skip to 0 minutes and 4 secondsIAN KIRKPATRICK: Hello. Welcome to week 4. This week, we're now going to turn to the central issue of the tools and techniques of healthcare improvement. Indeed, we mentioned a few of these in week 1 under the topic of quality improvement. So we're going to look at where these tools and techniques come from, what they're intended to do, and the kind of obstacles to this kind of change-- in particular, the obstacles to the redesign and radical change of health systems. To tackle this issue, we look firstly at describing those tools and techniques-- in particular, the whole issue of quality improvement. Many of the techniques were pioneered in a commercial sector, especially in manufacturing.

Skip to 0 minutes and 44 secondsAnd we'll look briefly at how they've then been applied to the healthcare sector. Following this, we'll turn to a specific example of one of those tools and techniques-- what we call lean, and how lean has become very popular in healthcare systems around the world, although despite its popularity, lean has been incredibly difficult to implement and sustain in health care systems. Lastly, we'll turn to the general topic of what we call organisational innovation. This goes beyond just the tools and techniques of quality improvement to think more about how services can be redesigned in radical ways, moving us away from the kind of professional bureaucracy described in week 2.

Skip to 1 minute and 25 secondsTo develop these arguments, we look at examples of lean systems and quality improvement from around the world, including Italy, the United Kingdom, and Australia. You'll be hearing from academics, both from Monash and the Warwick Business School, including Amrik Shoal and Nicola Burgess. And we'll also hear from Federico Lega from Bocconi University in Italy.

Welcome to healthcare improvement through service re-design

Welcome to Week 4. This week you will learn more about some of the classic tools and techniques of healthcare improvement which we introduced in week one. Together we will explore how these tools and techniques are associated with the re-design of services, in many ways, breaking away from the model of professional organisation described in Week 2.

In the first of three blocks we will consider how the emerging field of healthcare improvement science has been heavily influenced by ideas and practices of quality improvement. Many of these practices were pioneered in the commercial sector, notably in manufacturing. In the second block we then turn to the recent experience of health organisations around the world with one, highly influential, approach to quality improvement: lean systems. You will learn about the background to lean and also about the obstacles to implementing it effectively in the context of hospitals.

In the final block, attention shifts to the broader question of organisational innovation and how many of the tools and techniques of quality improvement imply a radically different approach towards organising services and to the human resource management of the healthcare workforce. We raise questions about how far these radical changes are both desirable and feasible.

To develop these ideas, we will draw on examples of quality improvement in different international settings, including the UK, Italy and Australia. You will also hear from leading academics in this field, most notably Professor Amrik Shoal, from Monash University, Dr. Nicola Burgess from Warwick Business School and Professor Federico Lega from Bocconi University in Milan.

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Leadership for Healthcare Improvement and Innovation

The University of Warwick

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