Quality, service improvement and redesign (QSIR) tools by type of approach
These tools are aligned around a particular approach, whether it is an improvement approach such as Lean, or whether you are specifically looking at your communication approach throughout the life of your improvement project.
These tools are aligned around a particular approach, whether it is an improvement approach such as Lean, or whether you are specifically looking at your communication approach throughout the life of your improvement project.
- Balanced scorecard
- Cause and effect (fishbone diagram)
- Discovery Model
- DNAs – reducing did not attends
- Histogram
- Lens of Profound Knowledge
- Mapping: value stream
- Measurement for improvement: an overview
- Model for measuring quality care (structure, process, outcome and balancing measures)
- Modelling and simulation
- Pareto analysis
- Performance management
- Process mapping – a conventional model
- Process templates
- Reducing cancelled operations
- Reliable design
- Root cause analysis using five whys
- Safe to fail experiments
- Scatter diagram (correlation)
- Seven steps to measurement for improvement
- Stakeholder analysis
- Statistical Process Control (SPC)
- Sustainability Model
- Theory of constraints
- Tracer study
- Variation – how to manage it
It is of vital importance to communicate throughout your improvement project. However, these tools will help you identify who to communicate with, why and how.
- Active listening
- Aims statement development
- Aligning improvement with strategic goals
- Clinical engagement
- Commitment, enrolment and compliance
- Communications matrix
- Creating a vision
- Discovery Model
- Engagement and empowerment
- Gateway criteria
- Healthcare leadership model
- Histogram
- How to understand differences between individuals
- Influence Model
- Leading improvement: an overview
- Leading improvement framework
- Lens of Profound Knowledge
- Managing conflict
- Measurement for improvement: an overview
- Model for measuring quality care (structure, process, outcome and balancing measures)
- Overcoming barriers
- Partnership working with health service users
- Patient information
- Project management: an overview
- Public narrative
- Resistance – enabling collaboration by working with it
- Responsibility charting
- Safe to fail experiments
- SBAR communication tool- Situation – Background – Assessment – Recommendation
- Seven steps to measurement for improvement
- Stakeholder analysis
- Stakeholder involvement: an overview
- Supporting people through change – an overview
- Sustainability Model
- Tracer study
People are at the heart of any change you make and these tools and techniques will help you understand the impact that making a change can have on individuals – both staff and patients – and consider how to involve them in the project in a way that will help you to make a sustainable improvement.
- Active listening
- Aligning improvement with strategic goals
- Brainstorming
- Clinical engagement
- Commitment, enrolment and compliance
- Communications matrix
- Creating a vision
- Discovery Model
- Discomfort zone
- Engagement and empowerment
- Fresh eyes
- Healthcare leadership model
- How to understand differences between individuals
- Influence Model
- Leading improvement: an overview
- Leading improvement framework
- Managing conflict
- Overcoming barriers
- Partnership working with health service users
- Plan, Do, Study, Act (PDSA) cycles and the model for improvement
- Process mapping – an overview
- Provocation to help solve problems
- Public narrative
- Resistance – enabling collaboration by working with it
- Responsibility charting
- Reviving a stalled effort
- Role redesign
- Same day elective care- treat day surgery as the norm
- Seven steps to measurement for improvement
- Simple rules – provocation
- Stakeholder involvement: an overview
- Supporting people through change – an overview
- Sustainability Model
- Sustaining momentum
- That’s impossible!
- Tracer study
These are tried and tested tools and techniques that will help you to move on your thinking and come up with new solutions and perspectives.
Project management and its associated tools and techniques should be uppermost in your thoughts from the initiation to the completion of a project. Regardless of your project management approach (eg our six stage approach or PRINCE2), it can be enhanced with the use of these tools.
- 2 Steps down
- 30/60/90- day cycles
- Action plan
- Affinity diagram
- After action review
- Aims statement development
- Benefits realisation
- Brainstorming
- Bullet proofing
- Commitment, enrolment and compliance
- Communications matrix
- Gateway criteria
- Histogram
- Human barriers to change
- Identifying frustrating problems
- Issues and risks management
- Lessons learnt
- Mapping: value stream
- Partnership working with health service users
- Performance management
- Performance measures sheet
- Plan, Do, Study, Act (PDSA) cycles and the model for improvement
- Project charter, brief or mandate
- Project initiation document (PID)
- Project management: an overview
- Reducing cancelled operations
- Report on progress
- Responsibility charting
- Reviving a stalled effort
- Safe to fail experiments
- Scatter diagram (correlation)
- Six Thinking Hats ®
- Stakeholder analysis
- Statistical Process Control (SPC)
- Sustaining momentum
If you are commissioning a service then these tools may be of particular use in helping with an improvement that you wish to make.
These tools and techniques are related to or have their origins in the Lean principles around reducing waste, improving smoothness of flow and maintaining productivity.
- 6S (previously 5S)
- DNAs – reducing did not attends
- Enhanced recovery
- Flow – reduce unnecessary waits
- Glenday sieve – runners, repeaters, strangers
- Lean – Ohno’s eight wastes
- Mapping the last ten patients
- Mapping: value stream
- Process templates
- Reducing cancelled operations
- Reliable design
- Role redesign
- Spaghetti diagram
These tools and techniques are related to or have their origins in the Six Sigma principles around improving processes to have increased reliability and variation reduction, by identifying and removing defects to improve the quality of the outputs of a process and by implementing a measurement-based strategy.
These tools and techniques will help you to reduce the variation in your processes and services and so improve quality and safety of care.
- 6S (previously 5S)
- Demand and capacity – an overview
- Discharge planning
- DNAs – reducing did not attends
- Enhanced recovery
- Flow – reduce unnecessary waits
- Lean – Ohno’s eight wastes
- Mapping the last ten patients
- Measurement for improvement: an overview
- Process mapping – a conventional model
- Process templates
- Reliable design
- Role redesign
- Same day elective care- treat day surgery as the norm
- Same day emergency care (ambulatory emergency care)
- SBAR communication tool- Situation – Background – Assessment – Recommendation
- Statistical Process Control (SPC)
- Theory of constraints
- Variation – how to manage it
These tools and techniques will help you to increase the reliability of your processes and services to improve quality and safety of care.
- 6S (previously 5S)
- Affinity diagram
- Cause and effect (fishbone diagram)
- DNAs – reducing ‘Did Not Attends’
- Enhanced recovery
- Issues and risks management
- Lean – Ohno’s eight wastes
- Mapping the last ten patients
- Measurement for improvement: an overview
- Patient information
- Process mapping – a conventional model
- Process templates
- Reducing cancelled operations
- Reliable design
- Role redesign
- Same day elective care- treat day surgery as the norm
- Same day emergency care (ambulatory emergency care)
- SBAR communication tool- Situation – Background – Assessment – Recommendation
- Sustainability Model
- Theory of constraints
Clinical systems improvement (CSI) can be described as evidence-based operations management for healthcare. This term is used to describe a body of knowledge adapted from systems engineering and other disciplines to improve clinical processes. These tools and techniques all support this approach.
- 6S (previously 5S)
- Demand and capacity – an overview
- Enhanced recovery
- Flow – reduce unnecessary waits
- Lean – Ohno’s eight wastes
- Mapping the last ten patients
- Patient information
- Performance management
- Performance measures sheet
- Process templates
- Reducing cancelled operations
- Reliable design
- Role redesign
- Same day elective care- treat day surgery as the norm
- Same day emergency care (ambulatory emergency care)
- Spaghetti diagram