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Completing the circle: from PD to PDSA

Completing the circle: from PD to PDSA Problem‐solving teams, involving front‐line staff, are widely used to achieve continuous process improvement. Approaches such as “plan‐do‐study‐act” (PDSA) cycles, are now a core element of many health‐care improvement initiatives. This paper evaluates the use of PDSA improvement cycles within the UK National Health Service, using emergency care improvement activity as a source of research evidence. It was found that, despite an abundance of information on how to implement this type of change, many senior professionals still misinterpret how this should work. This has implications for how such methodologies are implemented. There is a long way to go in allowing greater employee involvement, moving much further away from the “management committee” style of change. Care has to be taken to ensure that empowered employees are working to consistent and appropriate objectives. It is important that senior personnel develop process understanding alongside the workforce, rather than simply providing distant support. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Health Care Quality Assurance Emerald Publishing

Completing the circle: from PD to PDSA

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0952-6862
DOI
10.1108/09526860410557606
Publisher site
See Article on Publisher Site

Abstract

Problem‐solving teams, involving front‐line staff, are widely used to achieve continuous process improvement. Approaches such as “plan‐do‐study‐act” (PDSA) cycles, are now a core element of many health‐care improvement initiatives. This paper evaluates the use of PDSA improvement cycles within the UK National Health Service, using emergency care improvement activity as a source of research evidence. It was found that, despite an abundance of information on how to implement this type of change, many senior professionals still misinterpret how this should work. This has implications for how such methodologies are implemented. There is a long way to go in allowing greater employee involvement, moving much further away from the “management committee” style of change. Care has to be taken to ensure that empowered employees are working to consistent and appropriate objectives. It is important that senior personnel develop process understanding alongside the workforce, rather than simply providing distant support.

Journal

International Journal of Health Care Quality AssuranceEmerald Publishing

Published: Oct 1, 2004

Keywords: Continuous improvement; Team working; Employees; Health services; United Kingdom

References