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Kowloon Central Cluster
Journey towards Quality & Safety
Dr Andy C.O. Cheng Chairman of WISER Taskforce, KCC Associate Consultant, Hong Kong Eye Hospital Clinical Assistant Professor (Hon), Chinese University of Hong Kong
HA Convention 2014
Acknowledgements • All staff members in Kowloon Central Cluster
Content • Our background • Our work on staff engagement • Our challenges • Our future
Kowloon Central Cluster
Kowloon Central Cluster Queen Elizabeth Hospital Kowloon Hospital Buddhist Hospital Hong Kong Eye Hospital Rehabaid Centre Hong Kong Red Cross Blood Transfusion Service Centre 6 General Out patient Clinics
• Established in 2009 • Taskforce under the KCC Quality & Safety
Committee
We Innovate, Services Excel Regularly
WISER Terms of Reference
• To use LEAN / LEAN SIGMA as a tool/ one of the tools / thinking paradigm for continuous quality improvement for Kowloon Central Cluster
• PROMOTE AWARENESS o to promote the importance of continuous review and updating / improvement of
workflow o to spread the concept that staffs of all levels can contribute to the process o to highlight the importance of frontline staffs experience in work processes o to demonstrate to clinical and non-clinical departments the efficiency of LEAN /
LEAN SIGMA as a tool to reduce waste, improve workflow and decrease error rates
• ENGAGE STAFFS o to encourage staffs of all levels to initiate and participate in work improvements o to enhance staff satisfaction o to encourage staffs becoming experts in specific work processes
• CHANGE CULTURE o to foster a culture of openness o to cultivate a culture of continuous review and updating / improvement of workflow o to educate the staffs and eventually the public that a well-designed, fair and open
frontline-involved process is in place to tackle system or process failure
• Report progress to KCC Q&S Committee and respective HMC
• Aim o Cultivate Quality & Safety culture in the Cluster o Provide support for Quality improvement projects o Training of staff to support service improvement
• Why WISER? o Frontline staff
WISER work • Promote the culture of Continuous Quality
Improvement • Platform for frontline staff to initiate and participate
in quality improvement activities • Provide knowledge, skill and technical support for
staff members engaging in quality projects • Platform for staff members sharing the experience
and results of their quality projects • Education on various quality tools (e.g. Lean, 5Ss, Six
Sigma, Theory of Constraint…)
Staff Engagement
Promote Staff Engagement for Q&S Improvement
1. Top management support 2. Encourage ownership 3. Recognition 4. Teamwork 5. Training & Education 6. “Brand-building” 7. Results of projects
1. Top management support • Cluster Chief Executive • Service Director & Senior Managers from Q&S dept • General Managers (Nursing & Administrative Services) • Hospital Q&S coordinators / Representatives • Lean Six Sigma Black Belts & Quality Experts
2. Empowerment • Encourage ownership • Identify own problems / improvement opportunities
in immediate workplace • Benefit for daily tasks
"ʺNever tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” -‐‑-‐‑General George Smith Pa1on, Jr., US Army General
3. Recognition • Certificate of Appreciation • WISER Sustaining Award • WISER Innovation Award • WISER Model Unit
“The deepest principle of human nature is the craving to be appreciated.” -‐‑-‐‑-‐‑William James, 19th century American Philosopher
4. Teamwork
5. Training & Education • Lean Six Sigma Black Belt course • Lean Six Sigma Green Belt • Lean Facilitators Training • 5S Training • WISER Project Made Easy • WISER Tools Series Training • WISER Awareness training
*About 4300 participant-‐‑times
6. “Brand-‐‑Building”
Chinese name / motto 同創常越 睿意求精
7. Results of Projects • Projects
o 137 projects registered - 112 completed
Projects
Patient Safety
Staff Safety
Service Quality
Cost Saving
Time Saving
Space Saving
Others
Achievements • Awards
o Bronze Prize & Recruit Most Innovative Award (2011) • Award for Excellence in Training and Development 2011
- Hong Kong Management Association
o Hospital Authority Outstanding Team Award (2012) • HKEH WISER Team
Staff Perspective
Ms T Mak HKEH Appointment
Ms I Lau, QEH APN
Dr L Y Ho, Consultant Surgeon
Patient Perspective
Ms Tsang, QEH Patient
Ms Ho, HKEH Patient
Hospital Perspective
HKEH Cataract Waiting time
0
10
20
30
40
50
60
70
80
2009 2010 2011 2012 2013
Waiting time (Months)
HKEH Cataract Surgery Output
0
1000
2000
3000
4000
5000
6000
7000
2008-‐‑09 2009-‐‑10 2010-‐‑11 2011-‐‑12 2012-‐‑13
Cataract output
~50% increase
Challenges facing • Busy daily work • Resource constraints • Sustainability – results & culture • Staff perception / attitude
Where are we now? How do we continue?
Our Future
Where are we? • “Now this is not the end. It is not even the beginning
of the end. But it is, perhaps, the end of the beginning.”
– Sir Winston Churchill, Nov 1942
How do we continue? • “The world is moved along, not only by the mighty
shoves of its heroes, but also by the aggregate of tiny pushes of each honest worker.”
- Helen Adams Keller, American writer & social activist
Summary • Staff engagement – very important for the success
in quality improvement activities • Multi-facet approach to engage staff members
1. Top management support 2. Encourage ownership 3. Recognition 4. Teamwork 5. Training & Education 6. “Brand-building” 7. Result of projects
• Major challenges o Busy daily work o Resource constraints o Sustainability o Staff perception / attitude
Acknowledgements • WISER Taskforce members • Quality & Safety Office • All staff members in KCC
• Dr Albert Lo o Cluster Chief Executive, Kowloon
Central Cluster
• Dr C T Hung o Cluster Chief Executive, NTE Cluster o Founding Chairman of WISER
• Dr Theresa Li o Head of Human Resources, HAHO o Ex-Chairman of WISER
• Dr H F Ho o Deputizing Service Director, Quality &
Safety Department, KCC
• Dr Ben Lam o Deputy HCE, HKEH
Thank you
