Build your understanding of a Quality Management System (QMS) - Quality management systems are well established in other sectors, but they will be new for many in the NHS. It is a different way of thinking and operating, so spend some time understanding what it is and what it requires. See NHS Wales QMS framework and explore Q’s QMS case studies.
Get clear on your scope: Health care organisations are large and complex. You should consider piloting a QMS at a directorate or service level first, before applying it at organisational level.
Assess your starting point: There is no singular way to develop a QMS approach to managing for quality. Organisations developing quality management systems have begun from different points. Build on your organisation’s existing strengths, challenges and infrastructure. Engage a wide group to self-assess your current approach to managing quality. See: Maturity Matrix for Quality Management Systems.
Leaders must set the vision, direction and culture for a QMS: Your strategy should be connected to everyday work and outline the resources and skills needed for delivery. Without long term leadership commitment to QMS development, it will be difficult to make progress.
Define quality for your organisation: In NHS Wales, the Duty of Quality defines quality as ‘continuously, reliably and sustainably meeting the needs of the population that we serve’. How is this translated within your organisation? Understanding how your Board defines quality in relation to your organisation’s customers and stakeholders will help you to align your QMS with the overarching mission.
Measuring success: Initially, this should primarily focus on process measures such as how you have built knowledge and skills in quality management systems, or how you have fostered connectivity across the aspects of a QMS. You should also begin to establish longer term measures of success that will require a higher standard of evaluation linked to organisational outcomes.
Get your language right: Language around quality management systems matters. It has important technical elements, but overly technical language can be alienating. You should work with colleagues, patients and service users to develop meaningful shared language and terminology for your QMS.
Check whether a QMS is already being used in your organisation: A formal QMS (often backed by ISO standards) may already be operating in specific settings within your organisation, such as radiology, pharmacy or medical devices. The application of a QMS in these settings may be different from the NHS Wales QMS framework, which describes a wider operating system for a whole organisation. However, many principles will be shared and you should draw on this experience and expertise.
Build understanding of quality management systems across all staff: Focus on bringing the fundamentals to life and ensuring staff are clear on their role in the managing for quality. This could include bite-sized training, using QMS language in everyday conversations such as at the end of shifts, developing internal website content or recording and sharing successful QMS activity.
Whatever you do, get started: NHS Wales’s learning from implementing a QMS shows that you should learn and refine as you go. ‘Good enough’ aspects can be iterated over time. The most important thing is to start thinking and acting in a way that is QMS-informed.