Culture Change in our NHS and defining a Higher Purpose for this proposed                 Culture Change

Dr Tom Rose MIET MCQI FICiPS

Research Fellow

University of Birmingham

Bio

Dr Tom Rose

Tom, a Chartered Engineer (MIET), Chartered Quality Professional (MCQI), and Fellow of the Institute for Continuous Improvement in Public Service (FICiPS) has been associated with Quality Managements Systems since the days of BS5750 in the 1980s. He has designed and implemented Quality Management Systems, including the requirement for TickIT, the software design quality standard, for a number of design and manufacturing organisations, and is a qualified ISO9001 external auditor, including the TickIT standard. He has taught and assessed the Business Improvement Techniques NVQ.

He gained a PhD from Cranfield University with research into Business Development in 2003. Since joining the University of Birmingham as a Research Fellow seven years ago he has been researching Process Management, Patient Safety, Human Factors and the difference a Quality Management System could make to NHS Trusts; also doing a bit of lecturing in healthcare improvement.

1. Starting premise.
2. What is Organisational Knowledge? and a second Question.
3. Process! What Process?
4. Do you have Complex Processes or just a mess?
5. A Roadmap for Culture change in the NHS.
6. Key to the implementation of this Roadmap is the adoption of Standard Work. VMPS Standard Work definition - An agreed upon, repeatable, sequence of work assigned to a single operator at a pace that meets customer demand.
7. Virginia Mason Medical Centre - Books
8. A Framework for Culture Change in the NHS.
9. Documenting Work-as-Done. The basic process. Process Mapping and not Process Modelling! Example 1, Example 2, and Example 3.
10. Cyclic Learning
11. How can a Process Approach transform into an Organisational Learning System?
12. Example Learning Hub Learning Hub?
13. Toyota Kata
14. Defining a 'Higher Purpose' for this proposed Culture Change
15. And finally 4 Ward