organising for quality – the story of toyota and general motors from test and initial success to...
TRANSCRIPT
Organising for Quality – The Story of Toyota and General
Motors
From test and initial success
To spread and sustainability
Healthcare Context Organising for Quality
Research into what it takes to successfully organise to deliver high quality care
Eight organisations studied: macro and micro systems
Organising for quality, Bate et al, 2008
Achieving and Sustaining Improved Quality
Successfully recognised and addressed all six challenges on an ongoing basis
In ways that have been appropriate to the local contexts in which they have found themselves
Common Challenges, Diverse Solutions
Structural organising, planning and co-ordinating quality efforts
Political addressing and dealing with the politics of change surrounding any QI effort
Cultural giving quality a shared, collective meaning, value and significance within the organisation
Common Challenges, Diverse Solutions
Educational creating a learning process that supports improvement
Emotional engaging and mobilising people by linking QI efforts to inner sentiment and deeper commitments and beliefs
Physical and technological designing physical systems and technological infrastructure that supports and sustains quality efforts
The flip side
Structuralfragmentation, lack of joined-upness between different part of organisation doing QI
PoliticalDisillusionment, blocking and resisting change
CulturalEvaporation, not rooted in habitual thinking and behavioural routines; reminiscent of programme or project based QI
The flip side
Educationalamnesia or frustration, knowledge is forgotten or fails to accumulate, QI skills don’t keep pace with aspirations
Emotionaldisinterest or fade out, run out of energy and forward movement
Physicalexhaustion as people try and do it all by hand, no way of taking the weight of necessary activities
Learning from NUMMI
1. Why did the NUMMI plant succeed?
2. What’s currently enabling your improvement work to succeed?
3. What stopped GM spreading the success from NUMMI throughout the organisation?
4. What will stop your organisation spreading success in improvement?
5. What can you do about it?
