About the Project
The Agility in Self Care project is aimed at supporting the national initiative that is "shifting the focus from a national sick service which treats disease to a national health service which focuses on preventing it" (Wanless, 2007)
Self-care in the community has moved to the top of the political and clinical agenda in recent years in response to greater pressure on the acute sector and an increased social desire to be involved in and take control of personal healthcare. However it has been recognised that such a paradigm shift will place significant pressure on an already over stretched system that is inherently ‘unlean’ and if transformational changes to the operational environment are not made, patients and staff will suffer. Here in though lies the key problem and subsequent focus for this research. Although numerous attempts have been made to re-design systems and methods of working within the NHS (mainly in the acute sector) few have been sustained and spread throughout the organisation.
What is the approach to future design and implementation strategies for organisational and systems design as emphasis changes from acute to primary sector in health care?
In particular, how can this be used to ensure effective self care systems are developed and sustained?
Through a series of case studies at various English healthcare organisations, this project investigated the following:
Why sustainability of change had failed, which lead to the development of a consistent approach to the design and implementation of future self care strategies. The new model for self care helped to ensure effective self care systems were deployed by taking both a practical and strategic approach among the participating organisations.
Behavioural and organisational issues, as well as their impact on stakeholders and processes within the context of new operational and behavioural boundaries resulting from self care in the community. This was to determine the most effective strategy for implementing effective changes.
The relationships between operations and behavioural models, and the connections. The networks and processes were mapped across the organisation and stakeholders, allowing the project team to assess the degress of agility to challenge existing operations and behavioural thinking and process development.
An operations model was developed and tested that helped to clarify objectives, actions and resources across stakeholders, therefore improving the quality and effectiveness of collaboartion across stakeholder agencies in existing and newly conceptualised concepts. Educational material was also generated, which has been disseminated across academia and health, social and other stakeholder care professions.
MAIRI PLEASE WRITE ABOUT GENERAL CASE STUDY APPROACH AND LEAD TO CASE STUDIES
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Grove A.L., Meredith J. O., Macintyre M., Angelis J., Neailey K (2010) Lean implementation in primary care health visiting services in National Health Service UK. Qual Saf Health Care qshc.2009.039719 doi:10.1136/qshc.2009.039719
Macintyre M, Garner W, Murthy S, Macintyre A, Preece A, Moradi G, Evans P 2011 Techniques for managing grade predictions for secondary school pupils in England. 7-9 March, INTED, Valencia
Meredith J, Young F, Walley P, Macintyre M, 2010 A multi-centred comparison of patient changeovers in orthopaedic theatres and recommendations for efficiency improvements using a lean analysis EurOMA Porto
Macintyre, M, Angelis, J, Parry, G, Dhaliwal, J (2009) Delivering Complex Services. European conference on complex systems. 21-25 September, University of Warwick
Macintyre, M, Angelis, J, Parry, G, Dhaliwal, J (2009) Agility in Self Care. European conference on complex systems. 21-25 September, University of Warwick
Macintyre, M, Parry, G, Grove, A, Martin, C, Bourne, C. The Pedagogical Implications of Emergent Social Science Disciplines: Service Science. 4th International Conference on interdisciplinary Social Sciences. 8-11.07.2009 Athens
Macintyre, M. The Application of Lean to Complex Systems, POMS Production and Operations Management Society: Florida 1 -4 May 2009
Bourne, C, Grove, A, Macintyre, M, Self care promotion utilising social marketing, Production and Operations Management Society: Special Issue on Healthcare Operations Management. 1 -4 May 2009
Grove, A Macintyre, M (2009) Leading change in primary health care. British Medical Journal: International Forum on Quality and Safety in Health Care, 17-20.03.2009 Berlin
Grove, A Macintyre, M, Banga, S, Banga, H, (2009) Reducing silo working by strengthening business relationships between departments. British Medical Journal: International Forum on Quality and Safety in Health Care, 17-20.03.2009 Berlin
Grove, A, Macintyre, M (2009) Sustainable Health Service Provision in the UK. 5th International Conference on Environmental, Cultural, Economic and Social Sustainability. 5-7.01.2009. University of Technology, Mauritius
Grove, A, Macintyre, M (2009) Going Lean in Children & Family Services. Institute for Healthcare Improvement 20th Annual National Forum on Quality Improvement in Health Care. Nashville, Tennessee 8-11.12.2008
Grove, A, Bourne, C, Macintyre, M, Banga, S, Banga, H (2009) Strengthening business relationships using A Culture/Trust Matrix; A pilot study in the NHS UK. Institute for Healthcare Improvement 20th Annual National Forum on Quality Improvement in Health Care. Nashville, Tennessee 8-11.12.2008
Macintyre, M, Grove, A (2008) Service Design and Delivery, Service Science Manufacturing and Engineering Conference. Manchester UK 15-18.09.2008 (Keynote presentation)
Angelis, J, Macintyre, M, Watt, C. (2008) ‘Tis a Far Place’ EurOMA: 15th Annual EurOMA Conference: Operations Management in Healthcare Netherlands 15-18.06.2008
Angelis, J, Watt, C, Macintyre, M Values in lean self care, Production and Operations Management Society International: Tokyo 5-8.08.2008
Angelis J., Watt, C, Macintyre, M Value in lean self-care, Production and Operations Management Society: California 9-12.05.2008
Macintyre, M, Grove, A, Angelis, J The Management of Value Creation in Complex Dynamic Environments. Manufacturing Process Optimisation: Continues Improvement for Manufacturing Excellence, Berlin, 31.03.08