The document summarizes a Lean London Forum event held on February 11, 2010. The event aimed to create an environment for sharing lean solutions in the NHS, discuss lean's strengths and weaknesses in the current NHS climate, and network with new colleagues. The agenda included presentations on challenges implementing lean clinically, defining value in lean, and applying lean to pharmaceutical drug supply processes. The document provides details of the presentations and discussions around applying lean principles in healthcare.
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
University of Utah Health Exceptional Value Annual Report 2014University 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.
University of Utah Health Exceptional Value Annual Report 2016University 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.
University of Utah Health Exceptional Value Annual Report 2015University 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.
'Creating your annual quality statement' Guide for scarletdesign
‘Creating your Annual Quality Statement’ is a guide we coproduced with 1000 Lives Improvement, produced to help NHS Wales organisations showcase good practice, excellent care and areas for improvement. The new guide contains practical steps to making sure Annual Quality Statements are relevant and accessible. It includes advice on the best language to use, presenting information clearly, and publicising Annual Quality Statements to engage the public in discussions. The guide won the 'best internal publication 2014 CIPR award.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
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.
Mastering the HCAHPS by providing patients more than customer service, engage them in a customer experience. The audience was doctors and nurses, but the lessons apply to all hospital staff.
John Isitt, Resonant Media
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
University of Utah Health Exceptional Value Annual Report 2014University 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.
University of Utah Health Exceptional Value Annual Report 2016University 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.
University of Utah Health Exceptional Value Annual Report 2015University 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.
'Creating your annual quality statement' Guide for scarletdesign
‘Creating your Annual Quality Statement’ is a guide we coproduced with 1000 Lives Improvement, produced to help NHS Wales organisations showcase good practice, excellent care and areas for improvement. The new guide contains practical steps to making sure Annual Quality Statements are relevant and accessible. It includes advice on the best language to use, presenting information clearly, and publicising Annual Quality Statements to engage the public in discussions. The guide won the 'best internal publication 2014 CIPR award.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
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.
Mastering the HCAHPS by providing patients more than customer service, engage them in a customer experience. The audience was doctors and nurses, but the lessons apply to all hospital staff.
John Isitt, Resonant Media
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on the Ways to Wellness SIB.
Achieving Sustainable Savings in Purchased Services Through Best PracticesModern Healthcare
Purchased-service agreements present an area of potential savings for operational budgets if hospitals have the right data, research and tools to control and reprioritize their purchased-services spending.
Join us as we learn how SSM Health, a four-state non-profit health care system, implemented a best-practices approach to purchased services to secure large-dollar savings across its entire purchased-services spend. During this webinar Cris O'Neal-Gavin, System Contract manager for Purchased Services at SSM Health, will share how they drove savings in large national purchased-services categories, and achieved even larger savings in more strategic regional services. Also get exclusive access to MD Buyline's most recent research showcasing how the nation's most innovative hospitals are implementing common strategies to reduce the cost and complexity of purchased-services contracts.
eHealth Summit: "Case Study: The applied research for connected health (ARCH)...3GDR
Slides from National eHealth Summit, 30 Sept 2015 at Carton House, Kildare: Maria Quinlan, Research Lead Change Work-Package, ARCH.
#eHealthSummit15
http://www.ehealthsummit.ie
http://mhealthinsight.com/2015/09/25/mhealth-insights-from-the-ehealth-summit/
A national learning event took place in June 2014, to explore how best to present data from the Cancer Patient Experience Survey (CPES) in order to drive improvement.
Outcomes from the event will help to shape the future presentation of CPES data, so that it is more accessible and easier for professionals and the public to use and interpret.
The event was held by NHS Improving Quality's Experience of Care team, in partnership with Macmillan Cancer Support, and NHS England's Insight team, to bring together cancer managers, lead nurses and lead clinicians. They heard from speakers including patient Bonnie Green, Ben Page, chief executive of Ipsos Mori, and Sean Duffy, National Clinical Director for cancer. Delegates also undertook group activity looking at the barriers that exist in translating data into improvement, and tailoring data for the right audiences.
The event forms part of NHS Improving Quality's wider work with NHS England looking at how the NHS is using the CPES data to reduce variation in the cancer patient experience. CPES, part of the national survey programme commissioned by NHS England, generates data and insight into the experiences of cancer patients.
- See more at: http://www.nhsiq.nhs.uk/news-events/news/using-insight-data-to-improve-patient-experience.aspx#sthash.Yh1yiQ6y.dpuf
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
2. - 2 -
Confidential not to be used without consent
We have several broad aims
• To create the environment where Lean Solutions
in the NHS are shared, discussed and acted
upon by practitioners in the Health service
• To engage in a debate about strengths and
weakness of lean in the current NHS climate
• To network and with new colleagues and friends
3. - 3 -
Confidential not to be used without consent
Agenda
• 1800 - 1805 Introductions to Speakers, Agenda and Ground Rules
Rob Worth, kinetik solutions
• 1805 - 1825 Challenges in Implementing Lean - A Clinical Perspective
Dr Ahmed Chekairi - Whittington Hospital
• 1825 - 1835 A Better Definition of 'Value' in Lean
Ketan Varia - kinetik Solutions
• 1835 - 1900 Lean in the pharmaceutical drugs supply process
Niall Ferguson - Milton Keynes Hospital
• 1900 - 1930 Questions and Answers from practitioners
Facilitator - Ketan Varia
• 1930 - 2000 Networking and Drinks
4. Challenges in Implementing Lean,
a Clinical Perspective
Ahmed CHEKAIRI
MD, FRCA, PGCert Management in Healthcare
Consultant Anaesthetist, Whittington Hospital
Lean London Event: Royal College of Surgeons
11 February 2010
5.
6.
7. ‘Develop leaders who live
your system from to top
Bottom’ The Toyota way
chapter 10: 219-241
8. ‘Develop leaders who live
your system from to top
Bottom’ The Toyota way
chapter 10: 219-241
‘what strikes managers
entering healthcare
organisations from other
sectors, whether from
public or commercial
sectors is the absence of
defined hierarchical
structures for command
and control’
9.
10.
11.
12. Figure 1. The types of trauma operations performed in
September and October 2008 and 2009
16. “experienced leaders within
Toyota kept telling me that
these tools and techniques
were not the key to TPS. Rather
the power behind TPS is a
company’s management
commitment to continuously
invest in its people and promote
a culture of continuous
improvement.” (The Toyota
Way; J Liker)
‘Thank you so much for the
unexpected present which I
found in…. Take every
opportunity of work that is
offered to you both in the
NHS….Make friends out of
everyone: porters,
switchboard,…. And learn to
be patient: you now have
decades ahead of you in
which to get things right,…’
(Mentor)
17. ‘Toyota's defence strategy: Wrap itself in the
American flag’
‘The car in front was a Toyota... now can it find
road to recovery? ‘
‘Toyota recalls, hydrogen cars and James Hunt's
Porsche’
‘Toyota The company’s problems sharply
illustrate the failings of Japanese corporate
Governance’
19. Lean Principles and Processes -
Understanding ‘Value’ to drive change
Ketan Varia – kinetik solutions
February 11 2009
kinetik solutions limited
E:bebetter@kinetik.uk.com
W: www.kinetik.uk.com
T: 0203 397 0686
20. - 20 -
Confidential not to be used without consent
• Focus on Value from a Customer (Patient) point of view on every
step of process
• Obsession on removing waste within the ‘whole system’
• Bottom up approach in identifying value and waste – assumption
that much of waste and value is hidden
• A true lean system would “flow” and need little command and
control
Recap – What is Lean?
21. - 21 -
Confidential not to be used without consent
What does Value mean?
Value
•The customer normally
defines value
•What does the process
‘change’ that someone is
willing to pay for
What this means What this means in the NHS
•Anything that transforms
patient care and experience,
otherwise it is waste:
• meets expectations all the
‘value’ elements of a
journey
• would recommend the
experience to a
friend/relative
• Customer is normally the
patient/GP, but may be other
stakeholders (who is the
customer?)
22. - 22 -
Confidential not to be used without consent
Current methods of patient experience analysis are poor
and reveal little
“Patient experience - Quality of care
includes quality of caring. This means
how personal care is – the compassion,
dignity and respect with which patients
are treated. It can only be improved by
analysing and understanding patient
satisfaction with their own
experiences”
Lord Darzi- NHS Next Stage Review
June 2008
“We need a tool that provides rapid,
simple feedback from patients to staff
in order to improve their
performance. The current method is not
helpful to those of us who wish to
improve the patient experience”
Dr John Coakley – feature writer HSJ
journal July 2008
23. - 23 -
Confidential not to be used without consent
Patient/Stakeholder value is based around four attributes and
managing expectations
Satisfying Features
• Features where satisfaction
and dissatisfaction are in line
with availability and
performance.
• “more is better”, the better the
performance, the more satisfied
the service user will be.
Satisfying Features
• Features where satisfaction
and dissatisfaction are in line
with availability and
performance.
• “more is better”, the better the
performance, the more satisfied
the service user will be.
Basic Requirements
• Elements of the service that
are taken for granted as ‘must be
there’.
• Huge dissatisfaction if missing
or if performance is poor
• Only limited satisfaction if
available or performed well.
Basic Requirements
• Elements of the service that
are taken for granted as ‘must be
there’.
• Huge dissatisfaction if missing
or if performance is poor
• Only limited satisfaction if
available or performed well.
Attractive features
• Features that the service user
perceives as unusually high in
value.
• Can achieve disproportionately
high satisfaction.
Attractive features
• Features that the service user
perceives as unusually high in
value.
• Can achieve disproportionately
high satisfaction.
Indifferent
• Elements which the service
user does not consider
important, on deeper
examination.
• Dissatisfaction if service
element missing is low
Indifferent
• Elements which the service
user does not consider
important, on deeper
examination.
• Dissatisfaction if service
element missing is low
Resources AvailableResources Available
Patient Expectation
Provider Expectation
Patient Expectation
Provider Expectation
24. - 24 -
Confidential not to be used without consent
Satisfying Attractive
Basic Indifferent
High LowDissatisfaction
Satisfaction
Fast Service
Ease of Changing
Pre- booked
appointment
Clinical Quality
Informed of Length of Wait
Nearest Toilets
How much money
for car park?
Speedier Results
Lack of Repeat
Diagnostics
Prefer to use
service at own time
of choice
High
Low
Elements of the patient experience should be categorized
around a matrix of satisfaction/dissatisfaction
Example – Diagnostic Service
25. - 25 -
Confidential not to be used without consent
Managing expectations need to be aligned around all
elements of service
26. - 26 -
Confidential not to be used without consent
Mismatch in Expectations is a critical element of measurement
Example – Diagnostic Area
Basic
• Need to know in advance how much
money to put in car park
• How long will I wait?
• Where are the nearest toilets?
• Professional service
Satisfying
• Easy to change in cubicle
• Quicker the journey the better
• Speedier the results the better
• Adapted X-Ray for certain patients*
Attractive
• Prefer appointment date/time of their
choice
Patient/Stakeholder Expectations
Basic
• People arrive dressed appropriately
• Professional clinical service
Satisfying
• Quicker the journey the better
• Speedier the results the better
• Little re-work for diagnostic test (right
first time)
Attractive
• Absence of DNA
Trust Expectation
27. - 27 -
Confidential not to be used without consent
Gathering patient experience information needs to be
done in a 3 leg approach
Stakeholder
Interviews &
Workshops
Create Appropriate
Questionnaire & Analyse
•Articulate a list of features
and functionality with a wide
range of stakeholders
(including clinicians, GPs,
administration)
• Understand latent and functional
elements with a dialogue on the
experiences of a sample of patients.
• Focus on giving choice in
the fields of basic,
satisfying, attractive.
Appreciative Enquiry
Our approach for defining service elements is in depth and ensures our Kano Survey
is enabled for success
Our approach for defining service elements is in depth and ensures our Kano Survey
is enabled for success
SERVICE ELEMENT
DEFINITION
28. - 28 -
Confidential not to be used without consent
The ‘value’ part of Lean needs more exploration in an
NHS service environment
• Current methods of the ‘value’ a service provides needs
exploration in four dimensions
• Exploring ‘value’ mismatches from stakeholders is what
the start point of sustainable service improvement
• Value can be delivered before doing detail process
mapping/Value stream mapping
30. Milton Keynes Hospital
500 bedded District General
Average length of stay 3 – 4 days
Located centrally
25 years old
Expanding services
Repatriating patients
Population of 270,000 and growing
31. Lean in the Drug Supply Process
Dispensary
Stores
Goods receipt
Distribution
Top – up
Procurement
36. Project Activity
Mapped process
Confirmed
staff
Previous work
Observed staff
Brainstorming with staff
Trial
Feedback to staff
37. Concerns / Issues
Large amount of interruptions telephone
calls and reception ( Around 4 hours/day)
No clear roles & responsibilities
Delays in receiving scripts back to
Pharmacy
38. Results
Much smoother flow of work through
Pharmacy 30% more scripts processed
before 12:00 v’s the daily average.
50% reduction in turnaround time.
Time freed up within the working day to
utilise for training & housekeeping tasks.
Reduction of telephone calls during the
afternoon
41. Order and Deliveries
Before
No Deliveries Mon/Tue
Order day Tue
Deliveries Wed/Thur
Wholesalers 2 orders a
day
After
Deliveries every day
Majority before 1pm
Wholesalers 1 delivery
a day
44. Interruptions to Clinical
Pharmacy
Delays identified on Pharmacy Rounds
128
53
30 29
21
16
10
2 2 2 1 1
0
20
40
60
80
100
120
140
Drug
charts
not in
holders
No
G
.P. No
Drugs
not m
oving
M
issed
doses
Late
changes
to
discharges
Prescription
generation
tim
e
delaying
TTO
Drugs
m
issing
on
W
ard
M
eds/Pods
sent hom
e
Com
m
unication's
folder m
issing
Bed
plan
m
issing
Endorsem
ents
not validated
Previous
issues
not resolved
Issues
45.
46.
47. 8 am 1 pm12 nn11 am10 am9 am 2 pm 3 pm
Ward rounds
Porter
First patient is discharged at
about 10am
1 32
Doctor does discharge
summary
1
Patients receive
medication & get
discharged
Nurse
3
Pharmacy
receives
prescriptions &
packs medication
2
1 32
1 32
1 32
Activities happening together
Minimise Batching – Discharge Process (After)
E-Prescription
48. Continuous Improvement
One off projects
Way of thinking
Review all processes
Small improvements
Suggestion schemes
Setting up pilots
Evaluating changes
Acceptance by staff
49. Lessons Learnt
Involve staff at all stages
Give plenty of feedback
Asking the relevant questions
Barriers
Test solutions
Do not be afraid of failure
51. - 51 -
Confidential not to be used without consent
What’s Next?
• Today’s presentation and feedback survey sent out by email within
24 hours
• The Next Lean London Form will be on Tuesday, 25th May 2010
– We will send out reminders to all participants from today
– If you’d like to take up one our presentation slots, please do let us know. We are keen
to hear from Ambulance trusts and Mental Health Trusts.
• Kinetik solutions is running a one day ‘introduction to lean course’
on 10th March – for further details pleas see
http://www.kinetik.uk.com/pdf/Course_March10.pdf or contact
kvaria@kinetik.uk.com
52. - 52 -
Confidential not to be used without consent
Final Thanks to Our Sponsors
Assisting with Lean Transformations
in the health sector and beyond
Managing the talent pipeline for
Lean Enterprise and Service
Transformation
network lean
