- mikael forss - karolinska university hospital - ls10 - 02.11.10 - pptshown at the Lean Summit 2010 - New Horizons for Lean Thinking on 2/3 November 2010
Discover more about how the West of England AHSN is putting innovation at the heart of healthcare, improving patient outcomes and generating wealth for economic growth.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
QI initiative: Acute Kidney Injury (AKI) Care in Acute OncologyCarl Walker
Dr Al-Sayed et al (The Christie NHS Foundation Trust) share their successful QI project to improve patient care in AKI as part of NQICAN Patient First 2016 presentation.
Bottom Up, or "Tarte Tatin" strategy for implementing Lean in St Elisabeth Ho...Henk Veraart
Bottom up approach for implementing lean in a large Dutch hospital, pro's and con's.
presentation held at "Lean Healthcare Transformation Conference" in Brussels
- mikael forss - karolinska university hospital - ls10 - 02.11.10 - pptshown at the Lean Summit 2010 - New Horizons for Lean Thinking on 2/3 November 2010
Discover more about how the West of England AHSN is putting innovation at the heart of healthcare, improving patient outcomes and generating wealth for economic growth.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
QI initiative: Acute Kidney Injury (AKI) Care in Acute OncologyCarl Walker
Dr Al-Sayed et al (The Christie NHS Foundation Trust) share their successful QI project to improve patient care in AKI as part of NQICAN Patient First 2016 presentation.
Bottom Up, or "Tarte Tatin" strategy for implementing Lean in St Elisabeth Ho...Henk Veraart
Bottom up approach for implementing lean in a large Dutch hospital, pro's and con's.
presentation held at "Lean Healthcare Transformation Conference" in Brussels
A HydraConnect 2016 workshop presentation, including hands-on activity about the RACI matrix, in the context of repository service management and development teams. This workshop was led by members of the Service Management Interest Group (SMIG).
Tips to engage stakeholders in 7 day servicesNHS England
NHS England’s Sustainable Improvement team are hosting a series of free sharing and learning webinars to support organisations implement seven day services (7DS).
The next in the series focuses on stakeholder engagement, as feedback from the service has indicated that good stakeholder engagement is a key factor in successfully implementing 7DS.
This webinar will showcase practical tried and tested approaches supported by Trust examples. There will be opportunities for peer to peer connections, learning and for participants to share their own practice.
During this session you will hear about examples from:
University Hospital Southampton NHS Foundation Trust: Whole System: Engaging commissioners, clinicians and Patients for 7DS with Dr Juliane Kause, Care Group Lead Emergency Care, Lead Consultant Out of Hours Care and Seven Day Services.
Oxford University Hospitals NHS Foundation Trust: Spreading the word and resources to help clinicians: Portal for Oxford 7DS Guide with Belinda Boulton, Director of Transformation and Ruth McNamara, Integrated Care Projects Lead.
Maidstone and Tunbridge Wells NHS Trust: Getting it right from the start: engaging internal stakeholders for 7DS clinical leadership and planning with Lynne Sheridan, Head of Delivery Development
Enhanced Maternal Care – The Yorkshire & Humber experience - Sarah WinfieldIntensive Care Society
I work as a Consultant Obstetrician and am based at Leeds General Infirmary. I have a special interest in maternal medicine and high risk obstetrics and I run the Obstetric Cardiac and Renal Service in this tertiary referral centre. I also work with the Diabetes team and am part of the twice weekly Diabetic Antenatal Clinic at St. James’s University Hospital. I see women with pre-existing medical conditions for pre-pregnancy counselling and I participate in the consultant on-call rota at LTHT.
I am the Yorkshire and Humber Clinical Network Clinical lead for maternity services and try to link this with my clinical role to optimise what can be achieved to improve maternity services for women and their families in Yorkshire and Humber.
A service improvement focused on frailty using an R&D approach, pop up uni, 3...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Impact and celebration event - implementing the city-wide Mental Health Frame...NHS Improving Quality
Jenny Thornton from Leeds Mental Health Framework discusses implementing the city-wide Mental Health Framework. Slides from the impact and celebration event held in Leeds on 3 March 2015.
Transformation care together - presentationWirralCT
For the NHS to continue to meet patients’ changing needs in the 21st century and remain clinically and financially viable there must be a collective effort across the organisation to tackle variation in quality and outcomes at pace. To ensure trust clinical services develop in a way that supports this vision the trust has introduced a major transformation programme ‘Transforming Care Together’.
Before you can fix a problem, you must first see it. However, the longer you're in the same place, the more difficult it is to see the waste around you.
Taking a 'waste walk' is one way to make the waste visible again. A waste walk is more than just going to the gemba. It is a planned visit to where work is being performed to observe what's happening and to specifically look for waste.
Linda Dodge and Janell Vickers are Lean Six Sigma Black Belts from Catholic Health Partners (CHP). In a webinar hosted by MoreSteam, Linda and Janell shared their experiences utilizing Waste Walks in hospital settings and physician practices to help front line staff open their eyes to find the invisible waste.
These slides will show the following key points will be covered:
The key objectives of a waste walk
Finding your own 'waste eyes' and helping others to find theirs
How to use waste walks to engage employees in problem-solving and operational excellence
A map to conduct your own waste walk
More information:
www.blackberrycross.com
https://www.youtube.com/user/blackberryandcross
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Pooled referrals are quickly becoming a very popular choice among patients being referred to a specialist. Some Saskatchewan specialists that are using pooled referrals are reducing patient wait times by as much as a half.
Better Care
Corrine Jabs
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your ...CHC Connecticut
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your Practice
Presented 2/18/2016 as part of the CHC Primary Care Workforce Development National Cooperative Agreement
Sustainability & spread across multiple pathways in community & mental health...Isabelle Sparrow
Caroline Poole, Clinical Improvement Lead at Pennine Care NHS Trust recently attended the Simple Telehealth National Conference in Stoke-on-Trent to give a presentation about the trust's success in implementing Flo Telehealth.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
1. Leading LEAN Transformations
The HDGH Experience
1
Presented by John F. Coughlin
V.P. Corporate Services
Hotel-Dieu Grace Hospital
Windsor, Ontario, Canada
To the First Global LEAN Healthcare Summit
Kenilworth, Warwickshire, UK
2. Early Beginnings
• CEO knowledge & support for LEAN
• VP & some key managers learn about
LEAN – LEI Value Steam Mapping for
Healthcare
• Attempt to apply LEAN to Portering
2
3. Portering – Our First Project
• Nurses on inpatient units were portering
patients to other inpatient units and to and
from various diagnostic and treatment units
• Nurses viewed this as a waste of their time
• Some diagnostic and treatment units had
porters assigned to them – ER, OR & DI
• Nurses wanted these porters to do all the
portering in the hospital
3
4. Portering – Our First Project
4
• Neither the managers nor the porters in ER, OR or
DI asked for LEAN – although they wanted to
improve portering within their unit, they did not
want to take on additional portering
• We abandoned the project and encouraged porters
to become involved in LEAN projects within their
own departments, once they began
• Learning: You can only deal with what is
within your own control
5. ER – Our Second Project
• Average wait time just to see a physician
was consistently at or above 2 hours for all
ER patients
• Average length of stay for all ER patients
was consistently 4 hours
• Average length of stay for patients
discharged from ER (without being
admitted to inpatient unit) was 4 hours
5
6. ER Project
• Between 400 and 450 patients per month (out of
an average of 5000 = 8 – 9%) left our ER without
being seen by a physician
• Staff turnover was 16% per year at a cost of
$374,000 per year
• Our attempts at “fixing” the problems involved
adding resources, but just added to the wait time
• Staff were frustrated and more were contemplating
leaving
6
7. Creating Interest in LEAN - ER
7
• We encouraged our ER clinical leaders and
managers to visit Detroit Medical Centre to see
how they operated - 29 minute guarantee
• We sent some of them to the LEAN Healthcare
Certificate Program at the University of Michigan
• Our Sensei, Dr. John Long, spoke with them and
took them to St. Mary’s Hospital in Grand Rapids,
Michigan, where he was leading a LEAN initiative
in their ER
8. “Pull” - ER
• They became interested in trying a LEAN
approach
• They asked us to support them in a LEAN project
• We call this “pull”
• The objective was to reduce the wait time for our
dischargeable ER patients
• There was alignment with our strategic direction
since this would improve our processes and
thereby increase our capacity and decrease patient
wait times
8
9. 3-Day Workshop
9
• Introduction to LEAN
• Understanding Value Stream Mapping
• Map the Current State
• Understand Waste
• Identify problems & waste in Current State
• Map the Future State
• Understand Action Plans
• Develop Action Plan to move toward Future State
• Utilize Decision Panel
10. Our Ground Rules for LEAN
1. Respect each other – no blame – no
excuses
2. No one loses a job because of LEAN
3. Deal only with what is within your
own departmental control
4. No additional resources
10
11. Success in ER
• Average wait time to see a physician was
reduced from 2 hours to 1.25 hours
• Average length of stay for all ER patients
was reduced from 4 hours to 3 hours
• Average length of stay for dischargeable
patients was reduced from 4 hours to 2.5
hours – 85% of our ER patients are
dischargeable
11
12. Success in ER
12
• The number of patients leaving our ER without
being seen by a physician fell from 400 per month
to an average of 200 per month with the same
volume of visits
• Staff turnover was reduced from 16% to 6% for a
savings of $218,000
• 79% of the staff have been involved in one or
more improvement tasks within the
department
13. Success Helps Create “Pull”
• Our metrics demonstrated to our ER staff
and other staff, the success of our ER
LEAN project
• Our local media covered our successful
LEAN project in ER
• Other hospitals in Canada and the USA
came to visit and learn from our experience
13
14. Success Helps Create “Pull
14
• Huge improvement in relationships among staff
members – respect for what every member does –
every member valued for their contribution
• Improved job satisfaction
• Changed the way people thought about their work
• “Can do” attitude
• These factors helped create an interest in other
areas of the hospital to try LEAN
15. LEAN Projects at HDGH
15
• Portering July 2005
• Emergency Department Oct. 2005
• Orthopedics – Hips and Knees Sept. 2006
• Mental Health Oct. 2006
• Clinical Teaching Unit (CTU)- Internal
Medicine Nov. 2006
• General Radiology January 2007
• Central Service and Reprocessing Feb. 2007
• CAT Scan May, 2007
16. Clinical Leadership and Process
Management
16
• Important to identify the process or value
stream owner – the manager of the
unit/department
• Educate the process owner in LEAN
• Process owner has responsibility to drive the
process and the process improvement
• Physician involvement & commitment is
helpful in support of the process owner
• Process owner provides the focus - engages
front line staff to “work on the work”
17. Implementation & Sustaining
• Action Plan should have manageable number of
achievable tasks
• Identify front-line facilitator to help task/project
leaders
• Develop Story Board and schedule weekly
“Board Meetings”
• Continually conduct “reviews” at intervals (30,
60 or 90 days) agreed upon in the action plan
17
18. Reflections on LEAN at HDGH
• Concentrated effort at unit/department level – resulted in
very good knowledge and use of LEAN at front-line level
• Tremendous enthusiasm for LEAN
• Unit level workshops identified organization-wide
problems
• We are struggling now to find an effective method to
address the organization-wide issues
• We need to clarify our strategic plan and deploy our
strategy, using LEAN, through all our key value streams
18
19. Reflections cont’d
19
• We now have a core group of very capable
LEAN facilitators – front line workers
• We have struggled with defining the role
of process owner vs. facilitator
• Success in one unit can help develop the
“pull” in another unit to try LEAN
• Learnings and experiences in one unit are
often easily transferable to other units
20. Look Forward
• We will clarify our strategic plan and deploy it
through all our value streams, including
community partners
• We will continue to concentrate LEAN efforts
at the unit level
• We will also apply LEAN to organizational-
wide improvements
• We will continue to share our learnings with
others and learn from them
20