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Introduction 5  \n2. Model for Improvement 6  \n3. Understanding processes 9  \n4. Benefits of process mapping 11  \n5. Mapping a patient’s journey 12  \n6. Analysing a patient’s journey 17  \n7. Redesigning a patient’s journey 22  \n8. Activities 28  \n9. Frequently asked questions 32  \n10. Glossary of terms 39  \nEvery system is perfectly designed to get the results it achieves  \nDon Berwick  \n1. Introduction  \nProcess mapping is a simple exercise in your toolkit of improvement methods. It helps a team to know where to start making improvements that will have the biggest impact for patients and staff. The ‘Model for Improvement’ helps a team to set aims, targets and measures, and introduces a way of testing ideas before implementing them. So it’s logical to consider the two together.  \nA simple framework for improvement  \n\n| Step 1 |  | Define the aim for the project including:\u003Cbr>• the group of patients you are considering\u003Cbr>• what you want to achieve-your own targets |\n| --- | --- | --- |\n| Step 2 |  | Consider how you are going to know if a change is an improvement:\u003Cbr>• what measures you are going to use\u003Cbr>• how you are going to report progress to all the interested parties |\n| Step 3 |  | Involve the staff in mapping and analysing the process:\u003Cbr>• really understand the problems for patients, their carers and the staff\u003Cbr>• start to measure and create the baselines for your improvements. You may need to revisit your targets at this point |\n| Step 4 |  | Investigate all the changes that are likely to make an improvement inline with the aims set:\u003Cbr>• talk to other healthcare services, organisations and the patients\u003Cbr>• look at the other Improvement Leaders’ Guides |\n| Step 5 |  | Test out the change ideas to see if they actually do make improvements:\u003Cbr>• consider the knock on effects that making one change will have to that process and other parts of the system or different systems |\n| Step 6 |  | Implement the changes that will make improvements |\n| Step 7 |  | Congratulate the team and celebrate your success but continue to:\u003Cbr>• revise often to ensure the improvements are sustained and the new improved process is still fit for purpose\u003Cbr>• look for ways to continue to improve\u003Cbr>• offer help, advice and support to other improvement teams |\n\nDon’t forget to plan the evaluation from the beginning.  \nLook at the Improvement Leaders’ Guide: Evaluating improvement [www.institute.nhs.uk/improvementguides](www.institute.nhs.uk/improvementguides)  \nProcess mapping, analysis and redesign 5  \n2. Model for Improvement  \n2.1 Introduction to the Model for Improvement  \nThe model for improvement was designed to provide a framework for developing, testing and implementing changes that lead to improvement. It attempts to temper the desire to take immediate action with the benefits of careful study. Its framework includes","cbCaibd8vnhIDoEe","https://ap.wps.com/l/cbCaibd8vnhIDoEe","pdf",898083,43,"English","# Introduction\n# Model for Improvement\n## Introduction to the Model for Improvement\n## What are we trying to accomplish?\n## How will we know if a change is an improvement?\n## What changes can we make that will result in improvement?","[{\"question\":\"What is process mapping used for in this guide?\",\"answer\":\"Process mapping is used to help a team decide where to start improvement work so it can have the biggest impact for patients and staff. It supports understanding processes and testing ideas before implementing changes.\"},{\"question\":\"What framework does the guide use to test change ideas?\",\"answer\":\"The guide uses the Model for Improvement with Plan, Do, Study, Act (PDSA) cycles to test change ideas. It includes three key questions to support setting aims, measures, and how improvement will be recognized.\"},{\"question\":\"How should teams choose measures to know a change is an improvement?\",\"answer\":\"Measures should demonstrate over time whether the change leads to sustainable improvement. The guide also cautions against using measures to create league tables because services differ in starting points, culture, and target populations.\"}]","Process mapping, analysis and redesign - Improvement Leaders’ Guide | PDF",108]