This document provides an agenda for the Lean Midlands Forum on June 21, 2011. The forum aims to share lean solutions in the NHS, discuss strengths and weaknesses of lean in the current NHS climate, and network with colleagues. The agenda includes presentations on lean transformations at Bedford Hospital and driving change through understanding patient value. It also includes a session on the effects of culture on global lean knowledge and a question and answer session. The document provides summaries of the presentations.
How to Transform Your Orthopedic Program Into A Destination CenterWellbe
How do you excite all levels of the organization and motivate them to move towards one true north? The key is creating focus, energy and alignment.
- Learn how to listen and connect with the voice of your customers (VoC), the voice of your business (VoB) and the voice of your employees (VoE)
- Break down department silos and create a thriving team culture eager to drive innovation and improvement
- Delight your patients and watch 'word of mouth' marketing become a major driver of sales for your program
Stephanie Allison is the founder of Right Brain Left Brain. Stephanie is a Biochemical Engineer from Auburn University. She has more than 20 years of experience in scientific industries, from nuclear and chemical to medical device and healthcare. Early in her career she was exposed to Lean Six Sigma, changing and improving her engineering approach to become much more about people and process interactions. Steph has saved millions of dollars utilizing her Master Black Belt certification in Lean Six Sigma while simultaneously creating positive culture environments.
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
It seems like everybody is implementing Lean these days. Is simulation just one more tool to be dusted off for only the really big, complex, messy projects? Or is there a better way to integrate with Lean that makes the most of both of these tool-sets? SIMUL8’s US Healthcare Lead and Six Sigma Black Belt Brittany Hagedorn will answer these questions and more during our monthly simulation workshop.
How to Transform Your Orthopedic Program Into A Destination CenterWellbe
How do you excite all levels of the organization and motivate them to move towards one true north? The key is creating focus, energy and alignment.
- Learn how to listen and connect with the voice of your customers (VoC), the voice of your business (VoB) and the voice of your employees (VoE)
- Break down department silos and create a thriving team culture eager to drive innovation and improvement
- Delight your patients and watch 'word of mouth' marketing become a major driver of sales for your program
Stephanie Allison is the founder of Right Brain Left Brain. Stephanie is a Biochemical Engineer from Auburn University. She has more than 20 years of experience in scientific industries, from nuclear and chemical to medical device and healthcare. Early in her career she was exposed to Lean Six Sigma, changing and improving her engineering approach to become much more about people and process interactions. Steph has saved millions of dollars utilizing her Master Black Belt certification in Lean Six Sigma while simultaneously creating positive culture environments.
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
It seems like everybody is implementing Lean these days. Is simulation just one more tool to be dusted off for only the really big, complex, messy projects? Or is there a better way to integrate with Lean that makes the most of both of these tool-sets? SIMUL8’s US Healthcare Lead and Six Sigma Black Belt Brittany Hagedorn will answer these questions and more during our monthly simulation workshop.
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’.
Presentation made by Charlie Keeney and Rachel Hinde, NHS Improving Quality Transforming Care team at the NHS Confederation annual conference and exhibition 2015, 3rd - 5th June.
Delagates heard insights from senior leaders who have successfully applied large scale transformation change to theirs and partner organisations locally.
Customer service is about how a company deals with its consumers before, during and after a purchase or use of a service. It is a series of activities designed to enhance the level of customer satisfaction - that is, the feeling that a product or service has met the customer expectation. A combination of knowledge, attitude, techniques and skills are essential for the customer service professional to provide a holistic and quality customer experience.
In this training powerpoint, you can educate and train employees to deliver professional customer service to external paying customers as well as internal customers.
LEARNING OBJECTIVES:
1. To instill in customer service professionals the importance of providing excellent customer service
2. To equip customer service professionals with effective techniques and skills to provide excellent service
3. To manage and handle customer interactions and relationships
CONTENTS:
1. Introduction to Customer Service
2. Key Elements of Customer Service
3. Effective Techniques and Skills
4. Dealing with Different Types of Customers
This training powerpoint includes exercises for individual and group discussions and role plays.
Social Return On Investment: Demonstrating value in homelessness servicesFEANTSA
Presentation given by Emma Vallance, Social Impact Scotland, Forth Sector Development and Rhona MacPherson,
Senior Manager, Dumfries and Galloway Council, UK at a FEANTSA seminar on "Funding strategies: Building the case for homelessness", hosted by the Committee of the Regions, June 2012
Customer satisfaction is a critical measure of success for all shared services organizations. “Customer Satisfaction” is the fifth session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services and Outsourcing Network (SSON). Part five covers approaches and techniques for measuring satisfaction and we describe key dimensions of satisfaction. The presentation includes trends in customer satisfaction data from ScottMadden’s shared services customer surveys ranging from baseline surveys conducted pre-launch to on-going surveys for mature shared services organizations.
For more information, please visit www.scottmadden.com or http://www.scottmadden.com/insight/499/shared-services-customer-satisfaction.html.
Here are my Top 5 Tips for Change Management on Hard to Change - last night in Canberra we had a stimulating session with 90 members from AIPM, ACS and IIBA.
Please share your tips!
A rapid introduction to the evidence base of what works on getting large scale change started, with valuable insights from senior leaders on the successful progression of transformation. Hear from NHS IQ’s Transforming Care team and take away learning and tips from their work with over half the country’s local health and care systems.
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
Struggling with intense fears that disrupt your life? At Renew Life Hypnosis, we offer specialized hypnosis to overcome fear. Phobias are exaggerated fears, often stemming from past traumas or learned behaviors. Hypnotherapy addresses these deep-seated fears by accessing the subconscious mind, helping you change your reactions to phobic triggers. Our expert therapists guide you into a state of deep relaxation, allowing you to transform your responses and reduce anxiety. Experience increased confidence and freedom from phobias with our personalized approach. Ready to live a fear-free life? Visit us at Renew Life Hypnosis..
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
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.
QA Paediatric dentistry department, Hospital Melaka 2020Azreen Aj
QA study - To improve the 6th monthly recall rate post-comprehensive dental treatment under general anaesthesia in paediatric dentistry department, Hospital Melaka
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.
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/
Welcome to Secret Tantric, London’s finest VIP Massage agency. Since we first opened our doors, we have provided the ultimate erotic massage experience to innumerable clients, each one searching for the very best sensual massage in London. We come by this reputation honestly with a dynamic team of the city’s most beautiful masseuses.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
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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 with colleagues and friends
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Agenda
• 1800 - 1805 Welcome/ Introductions and Aim
• 1805 - 1830 Lean Transformation at Bedford Hospital - Susan Whittaker,
Bedford Hospital
• 1830 - 1845 How do drive change by understanding patient value?
Ketan Varia, kinetik solutions
• 1845 - 1900 Global Lean Knowledge: The Effects of Culture, Maria
Gilgeous, kinetik solutions
• 1915 - 1930 'Hot Seat' Questions and answers
• 1930 - 2000 Networking Time
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Facing the challenges of
2011 and beyond
Susan Whittaker M.B.A., B.Sc.(Hons)
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Confidential not to be used without consent
Change
Foundation
CONTACT: Susan Whittaker
Susan.whittaker@bedfordhospital.nhs.uk
Telephone : 01234 355122 ext 6067
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Lean Principles and Processes -
Understanding ‘Value’ to drive change
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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?)
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• 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?
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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
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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
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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
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Managing expectations need to be aligned around all
elements of service
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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
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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
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Scene setting...
• I’ve been a Lean Consultant for 13 years
In that time I have seen shifts in lean knowledge and application from the
automotive sector to almost every industry sector
• This is no surprise to me – I have been extolling the virtues of
lean since 1995
However I would like to share with you an interesting observation I made whilst training
lean throughout the Global Operations Excellence practices within my company at the
time.
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International differences
I went to train the Operational Excellence Teams in 7 different countries
Each team know what ‘Lean’ meant, however they had limited
knowledge of Lean tools and techniques
The biggest difference was between the US and Sweden
The US team were totally enthused by the Lean tools and techniques.
They even organised a Lean Walk through a gun factory to try out
some of them!
However in Sweden they were totally bemused...
“This is just Business Process Re-engineering”!
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Across Industry Sectors
Since the conception of Lean Manufacturing it has been ripe
for adaptation into a variety of industries
FMCG, Food & Aircraft in the ‘90’s
Government, Construction and the Financial Sector in the
‘noughties’.
Each industry I have experienced have felt that they were
different or ‘unique’
However , once inside the companies, I found that processes could
be defined and therefore lean could be applied at least at some
point within those processes
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Within Industry Sectors
• Even within industries, there are often elements of
that industry that the directors or the team try to
ringfence...
“There in no way that you can apply Lean to what the investment bankers do – it’s an art”!
• I’m sure you’ve heard similar within your industry?
BUT – Remember:
Anywhere a process can be defined then lean can be applied
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The Black Box
• Lean specialists are not here to make anyone feel
uncomfortable
• Many lean improvements can still be made whilst respecting
the ‘Black Box’
• Who knows – once improvements to other parts of the
process become apparent then perhaps we may be allowed to
peek into that ‘Black Box’...
Thank you – any questions?
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Agenda
• 1800 - 1805 Welcome Introductions
• 1805 - 1830 Lean Transformation at Bedford Hospital - Susan Whittaker,
Bedford Hospital
• 1830 - 1845 How do drive change by understanding patient value?
Ketan Varia, kinetik solutions
• 1845 - 1900 Global Lean Knowledge: The Effects of Culture, Maria
Gilgeous, kinetik solutions
• 1915 - 1930 'Hot Seat' - Questions and Answers
• 1930 - 2000 Networking Time
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What’s Next?
• Today’s presentation and feedback survey sent out by email within
48 hours
• The Next Lean Midland Forum will be held in 13 December 2011.
– We will send out reminders to all participants from today
– We have a Lean London Forum on 21 September 2011 www.leanlondon.org.uk
– If you’d like to take up one our presentation slots, please do let us know. We are keen
to hear from Community Trust and GP Groups
• Find us on LinkedIn and Twitter - LeanNHS
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Big Thanks To Our Presenters
Susan Whittaker
Maria Gilgeous
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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