Freer J, Jackson S
Health Manpower Management, (UK), Vol 24 No 2 98
Start page: 76 No of pages: 6
Describes the process of transition managed by Huddersfield Healthcare NHS Trust between 1993 and 1997, which involved the creation of a sub-directorate of clinical support services and the merging of seven separate services managed by different district heads under one manager. Discusses how the sub-directorate identified its strengths and weaknesses and agreed a vision prior to formulating a plan, and then managed the change process using the Malcolm Baldrige National Quality Award self-assessment criteria, focusing on seven key areas: leadership; information and analysis; strategic quality planning; human resource development and management; management of process quality; quality and operational results; and customer focus and satisfaction. Outlines the quality improvement initiatives undertaken, spotlighting the difficulties encountered as well as the benefits achieved, and emphasizes three key elements of the project’s success: team commitment to continuous improvement, strong leadership and a sound quality management tool.
Read more on Using the Business Excellence Model to manage change within clinical support services…