The NHS Partnership with Virginia Mason Institute

Helen GilbertKPO LeadLeeds Teaching Hospitals NHS Trust

2

Describing the partnership…

National Animation - Partnership Overview

This short animated film provides an overview of what the partnership is and how it can support improvements in patient care...

The Five NHS Trusts – headline profiles

A diverse mix of...

• Scale

• Service challenges

• Geography

Staff Population Served

Turnover Latest CQC Rating

6,346 750,000 £500m Special Measures

8,403 Over 1,000,000 £550m Requires Improvement

16,000 780,000 (local)5.4m (specialist)

£1bn Requires Improvement

5,592 500,000 £326m Requires Improvement

4,000 535,000 £245m Good

Creating self-sustaining change

RPIWsCulturechange5S

VisualMgmt

Deploying Lean

Root cause

analysis

PDSAContinuous improvement

Everyday lean ideas

Grow a cadre of certified lean specialists, able to

train others

The ‘Lean for Leaders’ course for groups of

leaders across the Trusts

Events and orientation workshops/access to

licensed materials

Building capacity and capability To roll out the method over 5 years

Daily Lean Improvement work

Coaching and mentoring throughout

Advanced Lean Training - 3 staff in each trust become certified to lead improvement work

Lean for leaders – Certified leaders now able to teach colleagues to apply lean in their work areas

Lean certification training - Certified leaders can now run their own Advanced Lean Training course in the Trust

Trust has created a sustainable method of continuous improvement able to penetrate all parts of the organisation

Creating self sustaining change

Year 1

Year 2

Years 3 & 4

Year 5

But the journey of continuous improvement never ends…

The Leeds Way

Helen GilbertKPO LeadLeeds Teaching Hospitals NHS Trust

Our context

Our context

A very personal journey…

The leadership experience

“The more you look for waste the

more you see”

“A Waste Walk helps

unlock discussions

with people”

“Our processes are not what we

think they are”

“I’m finding it really

challenging not to find solutions”

“I never realised the

things that we make people

do”

“I am inspired by how many frontline staff have

great ideas”

“People have stopped

escalating things, as they don’t see

them getting resolved anyway”

“I didn’t realise the

impact I had on people”

“I’m questioning how effective meetings are”

“Our people are adapting to problems”

“It’s the little things that disrupt work, but

as Managers we asked to find the “Big

Ticket” things”

“I’m finding out lots of things I

didn’t know just by asking why”

“I’m shocked, I didn’t realise

what everyone’s

issues were”

The Patient Experience

• 600+ orthopaedic patients agree their date for surgery in clinic

• 98.5% of surgeries taken place on agreed date

• Patient wait time on day of surgery reduced by 45 minutes (single surgeon)

• No patients re-ordered on the day of surgery

Next Improvement Phase: Pre Assessment

Orthopaedic – Hip & knee replacements

• Reduced LOS from 2.5 days to between 6-23 hours

• Patients no longer wait for the bladder scanner during their hospital stay as it is available 100% of the time

• Supporting patients with better communication – Flow Rate Test

Next Improvement Phase: TWOC

Urology – Transurethral Resection of Prostate

Empowering Frontline Staff

Rapid Process Improvement Workshop - Orthopaedics