Qulturum is a name we created ourselves. QUL in the name Qulturum stands for Quality, Innovation and Leadership. These elements are interdependent and they need to interplay for a better performance of an organization.
The first letter in Qulturum's name stands for Quality as it is one of Qulturum's most important focus areas. Quality is the business strategy of health care systems in our county and, therefore, it saturates the whole organization.
Quality as a business strategy
The history of Region Jönköping County and its healthcare is over one hundred years old. However, the development of the Quality as Business Strategy in the Region has taken place during the last two decades and is now a powerful tool for steering and improvement of the healthcare delivered to the region's population.
Quality as a Business Strategy includes various concepts, philosophies and specific methods which are converted into action and implemented into managing a business and quality improvement within an organization. This strategy can be applied in all types of organizations, in both private and public sector and it has two main goals: one is to enable the organization to produce products and services that will be in demand and the other one is to provide a workplace where all the employees greatly enjoy and take pride of their work.
Focusing on quality enables achieving other goals, such as increased profits and share of market, growth, better educated citizens, cleaner environment, lower cost etc.
There are four important approaches to achieve higher quality:
- Co-design a new process, product or service
- Redesign an existing process, product or service
- Improve system as a whole
- Share and collaborate with a known improvement and diffuse the innovation
Co-designing new processes, products or services or redesigning the existing ones doesn't usually cause too much trouble. It is improvement that is much more complex and demands more innovation and creativity. Qulturum's role is to help the organization achieve this goal by facilitating improvement and by sharing and diffusing of innovation.
"The big difference is that we are not only working with quality control, we are improving it".
Göran Henriks, Chief of Learning and Innovation
Improvement and Innovation are other very important components of our organizational strategy. In Region Jönköping County we say that everyone has two jobs; one is to perform your daily work and the other is to improve it. According to W. Edwards Deming (www.deming.org (Extern länk)) you need profound improvement knowledge in order to improve your work. Profound Knowledge is a complex term for various theories and sciences that are used to achieve changes that will lead to lasting improvements, development and innovation of businesses and practices. This body of knowledge which is necessary for making improvements contains:
- An appreciation of a system, which means understanding and embracing system thinking
- Knowledge about variation
- The theory of creating new knowledge
- Change psychology
In order to achieve the highest value for the patient both Professional Knowledge and the Improvement/Profound knowledge as well as the knowledge of patient experiences and co – production is needed. Improvements in diagnostics and treatment need to be matched with improved processes and systems in order to reach best possible results. (source: Batalden)
In the Health and Social care system improvement knowledge is a joint area of competence of healthcare professionals, patients, economists, planners etc. and the challenge lies in integrating and developing together. It is a shared and continuous effort to make changes that lead to improved patient/person outcomes, better procedures and better learning.
Improvement is not about a number of successful projects; it is about how you work systematically with improvements to get all processes in the system in motion and show results in a systematic way. In a system based on values, and under the right circumstances, we believe that people want to develop not only themselves but also their activities in order to create better care and better working place.
As a center for learning and innovation, Qulturum focus on developing improvement knowledge concerning patients, co-operation, interprofessional teams, leadership and the design and redesign of healthcare.
We use a multiple different methods in our improvement work and the most basic is the Model of Improvement with three questions and the PGSA cycle: What do you want to achieve? How do you know a change is an improvement? Wat ideas will we test?
The answers to the three questions are: 1) to set goals, 2) to decide what measurements to use and 3) to develop ideas and proposals for improvement and to test them.
Our aim is to invite patients to participate as partners in all improvement work we do. We do have improvement coaches as a natural part in all our work.