HSJ Awards Presentation
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The presentation outlines how the Estates and Facilities Directorate at South Devon Healthcare NHS Foundation Trust is using Lean methodology to meet the Quality, Innovation, Productivity and Prevention (QIPP) challenge. Four initial projects in planned and reactive maintenance, portering, patient transport, and medical electronics have realized £590,000 in savings. Additional projects in linen, catering, and domestics are expected to yield £610,000 in savings. The directorate has trained 24 staff in Lean techniques and is establishing a trust-wide Lean training program. It aims to define best practices for delivering NHS Estates and Facilities management through continuous improvement and knowledge sharing.
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HSJ Awards Presentation
- 1. Presentation Slides – August 1st 2011 Efficiency in Estates Management Meeting the QIPP challenge: Lean methodology in Estates and Facilities Management 1
- 2. Introduction Our Vision ‘For South Devon Healthcare NHS Foundation Trust to be the best provider of healthcare services delivering excellence in all that we do’ Our Team today; 2 Simon PacePaul Boocock Jonathan Gilmore
- 3. The content of our presentation 3
- 4. Meeting the Challenge • QIPP • South Devon Healthcare Foundation Trust • Estates and Facilities Directorate • Cost Improvement Plans 4
- 5. • Eliminating low-value-added activity; • Lean methodologies applied on existing activities; • Exploiting technology; • Improving efficiency through matching resource to processes; • Reviewing the timing and frequency of activities; • Reducing the need for physical transfer between sites; • Standardisation and reducing the need for variation; • Automation Finding the Solution 5 Quality, Innovation, Productivity and Prevention; Qipp national Workstream: Back office efficiency and management optimisation; November 2010
- 6. Unlocking Potential • Define the Scope for Savings & Opportunities in all EFM Services • Forming Core Improvement Teams from the Service to deliver the Projects • Identifying realisable benefits • Project Teams meeting on a weekly basis • Unlocking the potential of staff in the service 6
- 7. Unlocking Potential – What the Team did 7 • Mapping and current service delivery • Identification of waste and issues in the process • Collect, collate and analyse performance & cost data • Activity sampling, work observation and staff interviews • Identify and prioritise opportunities for savings & service improvements • Design future model for service delivery • Work with Stakeholders and team relationships • Design and implement Performance Measures • Create an implementation plan with SMART objectives
- 8. Realising Benefits – Summary of Improvement Activities 8 Redesigning the End to End Process Improving Patient Experience Creating Capacity Increasing Revenue Improving Working Culture
- 9. Realising Benefits – Cashable Savings 4 Projects completed 3 Additional Projects underway * An additional £300k revenue has been secured by the improved Patient Transport Service 9 Project Cashable Savings E0100 Planned and Reactive Maintenance £365k E0101 Portering £115k E0102 Patient Transport* £70k E0103 Medical Electronics £40k Total £590k Project Target Savings E0104 Linen Service £100k E0105 Catering £160k E0106 Domestics £350k Total £610k
- 10. Sustaining Change • 24 Staff undertook the Lean Certificate • Each Service has Measures in place to track performance • Governance structure retained • Each Service has an implementation Plan • Reporting Structures and escalation procedure 10
- 11. Sharing Skills & Knowledge • Lean Project Coordinator established • Trust wide Lean training programme to commence in September • Project Leads and Mentors in place • New Projects in Linen, Catering and Domestics – forecast savings of £600k • Sharing across EFM; HSJ, IHEEM, HEFMA • Sharing across Trusts; Warwick University, Birch Foundation 11
- 12. Summary • The approach is achieving our goal • Our staff are empowered and motivated • Our Services have renewed patient focus • The Staff have increased capability • The savings of c.600k will be realised • The momentum will support Continuous Improvement • Defining Best Practice for NHS EFM Delivery Model • National recognition will assist dissemination • QIPP – turning the ‘what to do’ into the ‘how it is done’ toolkit 12
- 13. Efficiencyy in Estates Management Your Questions Please 13 Simon PacePaul Boocock Jonathan Gilmore
- 14. Efficiency in Estates Management Thank you 14