therefore improvements are required to ensure a sustainable healthcare system able cope with an...
TRANSCRIPT
Therefore improvements are required to ensure a sustainable healthcare system able cope with an increasing demand that:
a. NHSG has knowledgeable and confident staff prepared to lead and engage in CSI activities .
b. Pan-NHSG service delivery is led, managed, prioritised and improved using lean techniques.
c. NHSG agree and establishes it’s use of lean improvement tools and techniques.
d. NHSG approach realises significant benefits.
a. Lean trained staff b. CSI Spread
c. Tools & Techniques d. Delivery against True North
a. Trained staff b. CSI Spread
c. Tools & techniques d. Expected Benefit = £ ____
Seek to show the tools and logic used to determine direct causes of problems and true root cause. Recommended approach; show fish bone or affinity diagram with:- Problem Statement from box 1 in head.- a, b, c & d improvement requirements as “rib” titles.- Primary Root Causes (the 5th Why) on the branches.- Prioritise Root Causes by numbering them; where 1 = highest impact, etc. The top 6 carried down in order to the Solution box 5 below…
- If VSA then add Current State Summary box..
Max 3 Actions WIP/person30-90d break through focus.Last Column is Status - use RAG (Red, Amber Green)Good events have no to do list!
a. People/culture b. Quality
c. Time/Delivery d. Actual Benefit = £ _____
This box is “GO” when Box 8 = Box 3Monitor ACTUAL results against the metrics defined in initial and target state
Actions What went well?
Consider; ProcessTeamLeaderSenseiCulture & Behaviour
What helped? What hindered?
What did not go well?
What are the fundamental lessons of the event and the improvement cycle?
2. Initial State 5. Solution Approach 8. Confirmed State
1. Reason for Action 4. Gap Analysis 7. Completion Plan
3. Target State 6. Rapid Experiments 9. Insights & Lessons
Reflections:
Reflections:
Reflections: Reflections:
Reflections:
Reflections:Root Causes: If true root cause not clear then review above.
Reflections:
No Go Go No Go Go No Go Go
No Go Go No Go Go No Go Go
No Go Go No Go Go No Go Go
Experiment Anticipated Effect
Actual Effect
Follow up Action
2 3 4 5 6 7 8 91
Team Members:
Start Date: 25 June 09Current Date: 9 Sep 09End Date:
Title:
Process Owner: Dave Jones-Lofting/Lynn Marsland
Facilitator: Eileen Buchan
If actual effect = anticipate then proceed to box 7 if not then return to box 4:
Cause/Priority
Solution Affecting Current State FS E C
A B C d 1d O O
Action TT Owner Due RAG
What did you learn and what are you going to do as a result? AND SO WHAT?
What did you learn and what are you going to do as a result? AND SO WHAT?
What did you learn and what are you going to do as a result? AND SO WHAT?
What did you learn and what are you going to do as a result? AND SO WHAT?
Explanation of last 5 columns:- Affecting - If major affect on deliverable then use CAPITAL, if minor then lower case.- Current State = data point that describes current performance in terms used in boxes 2 & 3.- FS = Future state prediction (e.g. 1 day) - EASE O = Easy ∆ = Medium Ease X = Difficult.- COST O = Low Cost ∆ = Medium Cost X = High Cost
Executive Sponsor: Mark Sinclair
??
What did you learn and what are you going to do as a result? AND SO WHAT?
Pauline Strachan, Alan Gall, Stuart Scott, Alison Hawkins, David Sullivan, Ewan Robertson, Anne Ross
Strategic implementation of Continuous Service Improvement in NHSGEvent Date: 8 Sep 09
TEAM PHOTO
# Projects with Exec Sponsors# trained Project Leads
# Lean Practitioners
# P
eopl
e
Act Plan
Study Do
Std Work
Pull6S
One by
one
Visual Management?
June 09
Confusing array of improvement tools; very few lean tools
£M
# P
eopl
e
Jul 09 Jan 10 Jul 10 Jan 11
£M
NHSG
The NHSG
Directory
? What will be our ROI
09/10 10/11 11/12
?
We want improve the health of population by providing high quality services for our patients and to help them to look after their. The circumstances we currently face (economic, clinical progress & demographics) require a dramatic change in our approach to service provision
While there is a good deal of constructive and innovative change taking place, we need to make these activities even more effective, widespread and sustainable. This will be achieved only if this change is understood, owned and delivered by all NHSG staff. Therefore all staff need to be supported and encouraged to be involved
APPENDIX 1