Skip to 0 minutes and 5 secondsThis week, our attention turns to some of the key tools and techniques that are commonly associated with health improvement science. Those are the tools and techniques associated with quality improvement and service redesign. To explore this, we will introduce firstly those quality improvement techniques, give you a bit of history and background to those. How many of them have emerged from the private sector, in particular from manufacturing, but have been taken up in healthcare systems around the world. We are then going to focus in on just one of those tools and techniques which have become very popular around the world, the approach called lean systems redesign.

Skip to 0 minutes and 45 secondsSo we're going to look at lean systems and we're going to look at some of the obstacles and challenges associated with this approach. Lastly, we'll look more generally at the issue of organisational change. How many of these tools and techniques imply a shift away from the professionally driven organisational model that we described in week two, and how this poses particular challenges in terms of HRM and the design and training of the workforce. To explore these issues, we will look at examples again, from around the world. We look at lean systems in Australia and organisational changes in the Italian NHS.

Skip to 1 minute and 22 secondsYou'll be hearing from practitioners and academics from a number of places, including the Warwick Business School, Monash University, and the University of Bocconi. So we'll be hearing from Nicola Burgess, we'll be hearing from Professor Amrik Sohal and Professor Federico Lega.

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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