Quality control

This should include:

• Those closest to the work developing standardised processes to ensure reliability and reduce variation in quality
• Making real-time corrections to processes and establishing clear escalation routes as needed
• Visual management to focus efforts and identify issues early.

The biggest change with this aspect of a Quality Management System (QMS) will likely be the shift towards more rigorous standardisation of processes and procedures that are underpinned by clear documentation. This is a discipline that will need to be built up.

A good place to start is to map out some of your key processes (this could be clinical or non-clinical processes). Then establish a method for monitoring whether these are being consistently followed. On a day-to-day level this should focus on process, not outcomes.

Supporting resources

• NHS England’s Making Data Count: Guides on getting started and strengthening your decisions
• Moving from Quality Improvement and into Quality Control: This YouTube video from East London Foundation Trust describes how they utilise quality control to support and sustain their improvement efforts.
• Quality Control: The Misunderstood Essential for Improvement This IHI blog describes the elements of quality control within health care and why it is important.
• Visual management board guidance: This brief guide describes visual management boards, with examples, tips on their use and how to implement them.
• TURAS Visual Management Board.
• Huddle guidance: The IHI’s brief guide providing information, examples, and a template to support the implementation of huddles.
• What is the Plan-Do-Check-Act (PDCA) Cycle? An introduction from the American Society for Quality.
• What is SOP (Standard Operating Procedure)? The knowledge academy guide.
• Situation, Background, Assessment, Recommendation (SBAR): Institute for Innovation and Improvement implementation and training guide.