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Middle Manager Development

Middle Manager Development. Colin Blair Lean Programme Manager NHS Lanarkshire. NHS Lanarkshire Lean Transformation Community. NHS Lanarkshire Lean Transformation Community. Programme Manager. Lean Leaders – leading major change projects.

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Middle Manager Development

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  1. Middle Manager Development Colin Blair Lean Programme Manager NHS Lanarkshire

  2. NHS Lanarkshire Lean Transformation Community NHS Lanarkshire Lean Transformation Community Programme Manager Lean Leaders – leading major change projects Process Owners / Sponsors– owning and sponsoring change efforts Lean Champions – Lean trained staff owning improvements & sustainability programmes in own division Lean Advocates – Lean aware staff making small improvements to local working environment / practices

  3. Programme Roles Steering Group: Executive team setting the direction of the program. Project/Program Champions: Senior executive who promotes the program and uses their influence to help project teams Project Sponsor: Senior manager who defines the scope of an improvement project, provides resources, and is accountable for its success. May be the same person as the Process Owner. Reinforcing Sponsor: Senior manager who reinforces the change at the local level. Process Owner: Manager whose team is most directly aligned to the scope of the project. Responsible for implementation of changes, publishing results identifying new ways to improve the staff/patient experience. Lean / Improvement Leaders: Full time project managers trained in process improvement using Lean, CAP, and Workout Project Participants: Subject matter experts who can pinpoint problems and generate solutions in the area being improved. Usually these are people actually doing the process (rather than managers) plus specialists from supporting services such as IT, finance, HR etc.

  4. The Project Framework Project Timeline Preparation work (Including Training) VSM Kaizen (incl. logistics) Sustainability Advocate Attend formal report outs Release required resource Visible support Overcome roadblocks Reward success Accountability to own changes (process owners) Commit to attending update milestones Reward Success Communicate success to wider audience Accessible Regular updates & feedback Attend formal report outs Share the vision with peers Overcome roadblocks / conflicts Set Goals & Objectives Agree scope & milestones Release project team resource Communicate kick-off

  5. Process Owner Charter As a Process Owner I will: Serve as a Sponsor to projects within my operational area of work, Be responsible for all CI events occurring within my operational area of work, Help to co-ordinate the overall change programme Champion the projects & improvement events Be a sanity check on level of change activity Manage the balance of CI and BAU Ensure change opportunities are appropriately prioritised and worked thru in a structured way Take ongoing ownership of the improved processes Take the decision to close projects if necessary

  6. One size does not fit all Just Do It General Discussion with stakeholders 1 Day workshop Full Scale Project Role applies to all change initiatives whatever the size

  7. Process Owner Development: Purpose • Develop an evidence based approach to change • Develop the principles and understanding of patient based • VS and VSM • Develop performance management across the VS • Create a data driven culture • Create a operational/quality dashboard to enable • understanding of KPIs and their performance and expose • variation within the process • Promote the embedding of hospital as a system - LOG • Joint managerial working and clinical ownership of VS • Equip them with the tools to enable the above (WO, • kaizen, programme)

  8. Process Owner Development • Know your process (and your footprint) – data, CTQs, targets, VoC • Critical to Quality – what few measures are critical to quality, both for the patients and the organisation e.g. processing time, safety, accuracy….. • Dashboards – understand at a glance how CTQs are performing • Lean Operations Groups • Work out skills

  9. Steps • Step 1 – Executive sponsor clarifies roles and responsibilities, work through how this works in practice - 1/2 day • Step 2 – VSM training (include IM) – ½ day • Step 3 – Create/map key value stream(s) – 4 weeks • Step 4 – Report back on VSM and identify data/ data gaps – output, create dashboard (4 weeks) • Step 5 – CSI • Step 6 – WO training

  10. A more responsive organization From… …To Top Down Top Down • Guiding • Leading • Communicating Vision • Developing Strategy • Group Decision Making • Disciplined Problem Solving • Change Initiation • Empowered Cross Functional Teams & Individuals • Directing • Controlling • Decision Making • Change Initiating • “Turf” Bottom Up

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