leading improvement in the nhs - can lean work in healthcare
DESCRIPTION
by David Fillingham of Bolton NHS Trust shown at the 1st Lean Healthcare Forum 2006 on 25th June 2006 ran by the Lean Enterprise AcademyTRANSCRIPT
Lean Healthcare Forum 20061
Leading Improvement in the NHS:Can “lean” work in healthcare?
25th January 2006David FillinghamChief Executive
The NHS is full of committed staff who
struggle to deliver good care within a set of broken
processes
What can we do that will improve quality, morale and productivity in the
NHS?
Is “Lean” the answer?
Lean Thinking can give us…….
• Powerful concepts and tools• Evidence of transformation in other sectors• An organising philosophy and framework• Lean “buddies” – people able and willing to help
eg Simpler and LEA• “Respect for People” as a guiding principle
The Toyota Production System
PEOPLE
•Stability•J.I.T.•Flow
Tech
nica
l Managem
ent
Philosophical
•Go and See•Problem Solving•Project Management
•Customer first•Kaizen
Source: Gary Convinvia J.Liker
But……We need to “reinvent” lean for the NHS- Cultural acceptance and ownership- Defining goals, understanding
demand and flows- Our ‘raw material’ is also the
customer!
Early lessons from Bolton……
• What “lean” can offer the NHS• Lean Improvement, Lean Operations,
Lean Strategy• Dilemmas and challenges
Lean Strategy
Lean Operations
Lean Improvement
Lean Improvement
Every Bolton hospital employee will solve problems in their work and bring about improvements every single day
as the way they go about their job.
Lean Improvement at the Front Line
• Observations and Diaries (an NHS “Ohno” Circle!)
• 6S and Visual Management• Rapid Improvement Events• Leadership development at every level
6S•Sort - Separate needed from not needed
•Straighten - A place for everything…
•Shine - Clean and wash
•Standardise - Build into accepted routines
•Sustain - Discipline to ensure maintained
•Safety - Checking for hazards and defects
BEFORE
MIDDLE
AFTER
Visual Management
Rapid improvement events
• Seven week process• Week long events• Teams of 8-12 staff• Frontline involvement• Make rapid change happen• Learning by doing
Rapid Improvement Events July to December 2005
• 2 X Value Stream Mapping Events – Day cases and Trauma
• 4 rounds of RIEs with 4 teams in each- Day Cases (x2)- Trauma (x3)- Radiology (x2)- Pathology (x2)- Antenatal• C. 200 staff engaged
Trauma Pathway
• Aim: reduced mortality• Current state; ideal state; future state• Improve flow through A&E and Radiology• Trauma Stabilisation Unit• Discharge and MDT Working
Outcomes• 42% Reduction in paperwork• Better MDT working• Time to theatre for #NoF down to
under 48 hours• Faster recovery• Lower demand on rehab ward• Expected lower mortality rates
Leadership Development at Every Level
• Awareness Raising
• Rapid Improvement Events – learning by doing• Staff Side Involvement and HR policy• Leadership Programmes• A core task of all line managers
-Lean thinking days-The Hospital game-Visits and buddies
Lean Operations…….…………… managing cross cutting processes at a Trust wide level using lean principles
e.g.-Bed Configuration-Theatre Scheduling-Diagnostics-Information Systems
A Lean Approach to Bed Configuration and Theatre Scheduling
• Seeking stability and repetition• Abandoning traditional specialty constrained
thinking• Achieving a smooth flow of patients without
complex planning and rework• Aligning all support processes to minimise errors
and waste
Lean Diagnostics and Decision Making
GP requests
Inpatients
Outpatients
Redesigned the Lean Laboratory
Lean Healthcare Strategy
Rethinking the overall configuration of services using lean principles and analysis
Lean Healthcare StrategyAs a whole Health Economy• Understanding demand and high volume flows
(which 5% is our 50%?)• Fully understanding the current state
(lean healthcare consumption maps)• Visioning a future state
(Radical redesign of patient pathways)
Use of lean analytical tools and designPrinciples to accelerate change
The Future of Healthcare In BoltonPopulation Base
Individuals
10K
50-100K
250-500K
1M plus
Self-treatment and care
Family practitioner and primary careservices
District Services
Tertiary and Specialist Services
Locality Based Services
Com
munity P
rovision
Hospital Provision
Some Dilemas and Challenges
• “We’re too busy to do this”• “We’re not Japanese and we don’t make cars”• “This touchy-feely stuff is ok, but we’ve got
targets to hit”• “We’ll leave it up to the Service Improvement
team”• “This will go away in a month or two when the
Chief Exec reads another new book”
What we need to do“No Time” - Create dedicated time and resources
for frontline staff (this isn’t easy!)“Not Japanese” - Reinvent lean” for the NHS context
and culture“Not relevant” - Link lean to our biggest priorities and
problems especially safety and quality
“Not our job” - Make it a fundamental line management responsibility
“Flavour of the month”
- Be prepared for a long haul – stay focussed, resilient and optimistic
So, in conclusion, our early experience suggests:-
• “Lean” can work in healthcare• It can improve quality, productivity and morale• It can operate at all levels – frontline
improvement, operations and strategic• The people issues far outweigh the technical• Lean can bring energy, enthusiasm and
inspiration to hard pressed staff
Lean Healthcare Forum 200642