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Process Improvement across an NHS Acute Care Trust

Applying Lean in Healthcare An Irish & International Perspective Thursday June 2nd 2011. Process Improvement across an NHS Acute Care Trust. Simon Dodds Consultant Surgeon Clinical Director for Outpatients Clinical Lead for the Lean Academy simon.dodds@heartofengland.nhs.uk.

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Process Improvement across an NHS Acute Care Trust

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  1. Applying Lean in Healthcare An Irish & International Perspective Thursday June 2nd 2011 Process Improvement across an NHS Acute Care Trust Simon Dodds Consultant Surgeon Clinical Director for Outpatients Clinical Lead for the Lean Academy simon.dodds@heartofengland.nhs.uk

  2. Personal Journey 2000 Started improving my outpatient clinic 2004 NHS Service Improvement Award 2005 Wrote the story ... 2006 Heard about "Lean Thinking" 2007 Lean Academy born at HEFT

  3. Does Lean Deliver? 1. Safety and Quality 2. On Time Delivery3. Financial Viability

  4. #Neck of Femur

  5. #Neck of Femur

  6. Waiting Time for Operation

  7. Outpatient Clinic - before

  8. Outpatient Clinic - after

  9. What the Docs said ... Mr H: “You’ve performed a miracle. With this number of patients we’d normally be seeing patients until 2pm” Ms S: “Today has been so much more bearable, I’ve had time dictate letters and do the admin work which I would normally have to do after clinic.” Registrar: “I’ve actually enjoyed clinic today. I haven’t felt as if I need to rush”

  10. What Finance asked ... Have you saved more than you have cost us?

  11. A&E Performance

  12. A&E Arrivals

  13. Emergency Admissions

  14. What are the traps? Biting off too much. Transformation teams. Do once then roll out. Under estimate the learning time.

  15. What are the traps? Discounting the relationship stuff. Assume the cash will just follow. Impatience. Operations Management blindness.

  16. What are the gaps? Tools for Finance. Tools topredict the QTC benefits. Blue Sky goals are Aspirations. Management of Variation.

  17. What are the gaps? "Catch-22" effect. Limited strategic capability. Peer reviewed publications. Operations Management blindness.

  18. partly Lean Worked for Us

  19. andnext time I would also ... Adopt a more Systemic approach. Actively develop Trust Relationships. Get Operations Management skills. Use all of Improvement Science.

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