These are the slides from a talk given at the 2015 series of Careers After Biological Sciences talks by Michael Adjei-Tabirade. At the time of the presentation Michael was Project Change Manager at St George’s Healthcare NHS Trust, London.

1. The Improvement Programme:
Making Change Better
Michael Adjei-Tabirade

2. A bit about me…
• Studied Medical Biochemistry
• Graduated 2012
• Pre-medical Applicant
• Property Investor

3. How did you get the job?
• Working in admin (CBS)
• Tired and frustrated
• Saw the opportunity
• Took action
• Result! Project Change Manager

4. Job summary
These posts have been established to facilitate change
and work with clinicians, managers and staff to leverage
significant improvements for the Trust. The themes and
work plan are being developed, but will concentrate on
patient experience, productivity, efficiency and
organisational development within the Division.
Each Divisional Project Manager at St George’s will have
leadership and performance responsibility for one or
more projects and will also draw on expertise and
contributions from specialist areas across the Trust.

5. What is Service
Improvement?
The improvement programme aims to enhance and
guide services towards achieving and sustaining
excellence

6. What skills do I need?
• Facilitation and Leadership
• Organization and Administration
• Microsoft Office (especially Excel)
• Communication and Interpersonal
• Problem solving
• Initiative

7. Qualifications
• GE Healthcare ✔
• Prince2
• Lean 6 Sigma
• McKinsey
• Experience in Project Management

8. VCM
 Tasked to investigate how to become more effective and value for
money
 The approach was developed from the Virginia Mason Medical Centre
• Vision to chart the purpose and direction of Service Improvement
• Compact to align professional and organisational culture with
behaviour
• A consistent Method to ensure all improvement projects use the
recognised Trust lean toolkit

9. “Embedding continuous
improvement to deliver outstanding
patient care”

11. Identify
Maximum 1% of
total project
time (Typically
1hr to 2 days)
Dependencies
Clinician /manager
availability
Scope
Maximum 12%
of total project
time (Typically 1
day to 30 days)
Dependencies
Availability of data,
manual data collection
and validation
Propose
Maximum 1% of
total project
time (Typically
1 hr to 2 days)
Dependencies
Clinician/manager
availability
Deliver
Minimum 85% of
total project
time (Typically 1
week to 3
months)
Dependencies
Type of project
approach
Review
Maximum 1% of
total project
time (Typically
0.5 days per
month) for 12 months
Dependencies
Length of
sustainability period
11
Proposed Service Improvement Approach Timeline
Service Improvement Project Approach -
Present and Proposed
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
WTE 1
Identify
Scope 1
Propose Review
WTE 0.5
WTE 0.5
Scope2 Deliver

12. Enhanced Recovery
• Phase 1 specialties
– General Surgery
– Gynaecology
– Urology
• Breast pathway
• TURP and TWOC clinic
*Transurethral resection of the prostate
*Trial without catheter

13. Theatres Program
• Surgical Admissions Lounge (SAL) to Theatres
• Enhanced List Planning
• Theatre Optimization

14. Next steps…
• Service Manager
• Assistant General Manager
• Project Manager  Program Manager
Contact: michael.tabirade@stgeorges.nhs.uk