Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Managing a Lean Transformation


Published on

by Deborah Hutchinson Portsmouth NHS Turst shown at the 4th Lean Healthcare Forum on 9th October 2007 ran by the Lean Enterprise Academy

Published in: Education, Technology, Business
  • Be the first to comment

  • Be the first to like this

Managing a Lean Transformation

  1. 1. Managing a Lean Transformation Portsmouth Hospitals NHS Trust Deborah Hutchison Head of Redevelopment Design &HR
  2. 2. PHT Facts The Numbers £370 million turnover 500,000 population 51k Elective, 64k Non-elective, 450k OP, 127k ED 7,000 staff 1300 beds Largest MDHU in the UK The Rating In the top 11% of the country ‘Good’ for both quality of care & finance (HCC) The Future Single site ‘state of the art’ hospital FT status Electronic Document Management Best in Peer Enterprise Wide Lean Transformation
  3. 3. Portsmouth Hospitals NHS Trust Vision we aim to be the first choice provider of health care services [with] embed world class business and clinical management practice. [Vision & Strategy, Integrated Business Plan 2007]
  4. 4. Our Lean Journey…so far Identified the problem Investigated ‘Lean’ methodology Gained Trust Board & senior staff support Selected small team of ‘forward thinkers’ Developed Lean knowledge Piloted Lean through 3 RIE’s Piloted 5S as part of RIE’s Selected expert partner to guide our development
  5. 5. Lean Transformation Management -the Cardiology experiment Exec sponsorship Expert lean facilitation Clear leadership Representative team Agreed VS focus Accurate meaningful data ‘Live’ experiments A3 Plan Weekly team meetings 30/60/90 day reviews with team Problem solving Reporting progress Realising benefits Celebrating success