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Workforce Implications of LEAN Principles in action: Front End Laboratory Re-Design

Workforce Implications of LEAN Principles in action: Front End Laboratory Re-Design. Christine Morrell Dr Wynne Williams AberTawe BroMorgannwg University NHS Trust. Improvement Project. Six Sigma Uses statistical tools to uncover root causes and reduce variation LEAN

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Workforce Implications of LEAN Principles in action: Front End Laboratory Re-Design

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  1. Workforce Implications of LEAN Principles in action: Front End Laboratory Re-Design Christine Morrell Dr Wynne Williams AberTawe BroMorgannwg University NHS Trust

  2. Improvement Project • Six Sigma • Uses statistical tools to uncover root causes and reduce variation • LEAN • Seeks to improve flow and eliminate waste

  3. Speculation • “There is a lot of speculation and I guess there is going to continue to be a lot of speculation until the speculation ends” • George W. Bush

  4. Eliminate Waste- SWIMTOOT • Scrap (It just doesn’t meet expectations) • Waiting (Things just don’t happen when they should) • Inventory (Keeping stuff on-hand when it isn’t required) • Motion (Excess movement -person/material -within a process) • Transport (Shipping stuff to different locations) • Over Production (Doing more than you need to -output of a process) • Over Processing (Doing more than you need to -within a process) • Talent (Using skilled people to do unskilled jobs)

  5. Sample Reception - Lab Redesign Phase 1

  6. Consultation Process • Independently staffed and managed • At Front of House

  7. Design a laboratory

  8. Ideas • “ We have nothing against ideas. We’re against people spreading them.” • Augusto Pinochet. (former military leader of Chile, accused of fraud and human right abuses)

  9. Pathology Support Worker

  10. Options • Phlebotomist • Pathology Support Worker • Pathology Support Worker excluding Phlebotomy

  11. Multifunctional Workers • Must be well trained • Insulation against absenteeism and vacations • Creating a Continuous Improvement Mindset

  12. Band 3 & 4 staff • Band 3 • Phlebotomy Training/MLA • Senior Phlebotomist/MLA • Band 4 • Office Manager

  13. Specimen Reception Manager • Key Competences • H.R. Management • Training • Quality

  14. Skills Analysis

  15. Training and Competences • Training Logs • Competence Assessments • Evidence of Continuous development e.g. • Attendance at CPD sessions • Lean Team Presentation • Involvement in preparation of Laboratory Instructions

  16. The Lean Workforce • Flexible • Motivated • Aligned to Demand • Appropriate Competences

  17. Access to Appropriate Training

  18. Putting People First Improve employee morale through • • Using Lean to solve “every day”problems • • Improved lab performance and patient care • • Staff empowerment via Lean methods

  19. Flexible working - A4C (37.5h) • Introduction of Flexible working • Early starts and finishes • Shortened Lunch Breaks • Late starts and finishes

  20. Visual Clues: Staffing Levels

  21. Work Force Implications • Managing Expectations • Structure on to which hang Competences • Appropriate Extended Roles

  22. Healthcare Scientist Career Framework • “To those of you who have received honours, awards and distinctions, I say well done. And to the ‘C’ students, I say, you too can be President of the United States • George W. Bush (US President)

  23. Challenges • Pathology: towards a competence based workforce • A report of the Pathology Profiling Project. May 2008

  24. Improvement in TAT

  25. TAT: “U&Es - Cold

  26. Troponin T

  27. Thankless Tasks • “It’s not so much a thankless task. It’s more a job with no thanks.” • Colin Baker. Dr Who.

  28. The Lean Workplace Delivery of a Quality Service in the most cost effective manner

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