Health research systems in change: the case of ‘Push the Pace’ in the National Institute for Health Research View Full Text


Ontology type: schema:ScholarlyArticle      Open Access: True


Article Info

DATE

2019-04-08

AUTHORS

Rebecca Moran, Jennifer Butt, Simon Heller, Jeremy Hinks, Lynn Kerridge, Mark Samuels, Stephen Hanney

ABSTRACT

BackgroundThose running well-organised health research systems are likely to be alert for ways in which they might increase the quality of the services they provide and address any problems identified. This is important because the efficiency of the research system can have a major impact on how long it takes for new treatments to be developed and reach patients. This opinion piece reflects on the experience and learning of the United Kingdom-based National Institute for Health Research (NIHR) when it implemented continuous improvement activity to improve its processes.DiscussionThis paper describes the structure and work of the NIHR and why, despite is successes as a health research system and ongoing local continuous improvement, it believed in the value of an organisation-wide continuous improvement activity. It did this by implementing an approach called ‘Push the Pace’. Initially, the organisation focused on reducing the amount of time it took for research to transition from an early concept to evidence that changes lives. This scrutiny enabled the NIHR to realise further areas of improvement it could make – additional goals were increased transparency, process simplification, and improved customer and stakeholder experience. We discuss our experience of Push the Pace with reference to literature on continuous improvement.ConclusionContinuous improvement is a cycle, an activity that is done constantly and over time, rather than an act or linear activity (such as Push the Pace). We believe that the work of Push the Pace has initiated a strong commitment to a culture of continuous improvement in the NIHR. This is significant because culture change is widely recognised as immensely challenging, particularly in such a large and distributed organisation. However, our biggest challenge will be to enable all staff and stakeholders of the NIHR to participate in the continuous improvement cycle. More... »

PAGES

37

Identifiers

URI

http://scigraph.springernature.com/pub.10.1186/s12961-019-0433-2

DOI

http://dx.doi.org/10.1186/s12961-019-0433-2

DIMENSIONS

https://app.dimensions.ai/details/publication/pub.1113300241

PUBMED

https://www.ncbi.nlm.nih.gov/pubmed/30961621


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