VSE Innovative Management within Healthcare (ILM Level 5) (#2322)

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Idea Description
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Detailed Submission Data
Innovation 'Elevator Pitch':
The UK’s leading, personalised Healthcare professional development programme., designed for healthcare professionals (Clinical, Nursing and Management) to achieve a revered accreditation (ILM Level 5) in leadership and team development.
Overview of Innovation:
Value Stream Experts (VSE) propose to utilise our proven and successful methodology: the VSE Innovative Management within Healthcare (ILM Level 5)

Rationale:
Healthcare leaders are facing an ever changing NHS, with increasing uncertainty and performance challenges, Furthermore, they have a myriad of contemporary management techniques currently being thrust upon them. This education programme will bring together into ONE logical structure, how healthcare leaders can leverage COMTEMPORARY management techniques, such as Lean Management, Six Sigma, the latest technology for management of healthcare efficiency, plus the latest innovations and trends within healthcare that are driving the health economy.

Delivery & Assessment:
The education programme delivery is an MBA Style modular set up with core/fixed and optional modules. This method allows the tailoring to serve the various professional disciplines, plus help engage participants while serving to enhance career options and value to the host organisation.

Education delivery is via a number of media:
  • E-learning
  • Classroom
  • Tutorial (face to face and on-line)
  • Study tour
  • Visiting lecturers
  • Workplace coaching

Assessments take place through written methodology and via practical demonstration (project work / case studies).

The practical activities will be applied to actual work based assignments, enabling Kirkpatrick Level 4 (ROI benefits) assessment: Real-life learning, measured through the participant’s improved performance, within a real-life role – true, personalised development.

This course delivers the most personalised, Lean management development up-skilling available within the UK today. And for that reason, it is the most effective and sustainable in terms of its long-term value too.

The course is accredited by Institute of Leadership & Management (ILM Level 5, with under-graduate transferability).

Participants:
Clinical, Nursing and Management leaders will be required to apply to secure a place on the Programme, and will be required to have a work-based sponsor from a healthcare organisation.

The coaching element of the programme starts with the objective setting stage, undertaken with the participant’s leadership team. Objectives are most effective, when both personal (skills and behaviour), and business related (e.g. performance improvement; innovation adoption, problem-solving etc).

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
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VSM/Lean approaches have a place with the 'toolkit' of methods that can be adopted for quality improvement in a healthcare setting. The programme seems logical and structured and focussed on developing skills which are applied against a 'real world' challenge and improvment is measured which is good.

I think scaling of this approach depends very much on the organisational readiness/improvement culture of an organisation (i.e. it may seem relatively simple to scale but its not quite that straightforward).

The power of lean/VSM approaches I think does depend on the nature of the challenge an organisation is trying to address. Going back to the 'toolkit' of improvment approaches if an orgnanisation was developing a wider improvment strategy I wouldn't see this approach as the only set of tools required (for instance in safety terms there are techniques based around human factors/ergonmics, safety 2 and resilience). This isn't necessarily a comment on the submission itself (which is well articulated) but there has been a tendency for NHS organisations to pick a single methodology and beleive wholesale deployment of that approach solves all challenges. I'm not sure that's the case. So whilst this submission has its own merits I think it is difficult to untangle in terms of scalability and spread from organisational readiness, culture of improvement and exisiting philosophy for continuous improvment. 
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