Middle Manager Development

Colin Blair

Lean Programme Manager

NHS Lanarkshire

NHS Lanarkshire Lean Transformation Community

Lean Advocates – Lean aware staff making small improvements to local working environment / practices

Lean Champions – Lean trained staff owning improvements & sustainability programmes in own division

Process Owners / Sponsors – owning and sponsoring change efforts

Lean Leaders – leading major change

projects

ProgrammeManager

NHS Lanarkshire Lean Transformation Community

Programme Roles

Project/Program Champions: Senior executive who promotes the program and uses their influence to help project teams

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.

Steering Group: Executive team setting the direction of the program.

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.

The Project Framework

Preparation work(Including Training)

VSMKaizen(incl. logistics)

Sustainability

Project Timeline

Set Goals & Objectives

Agree scope & milestones

Release project team

resource

Communicate kick-off

Accessible

Regular updates & feedback

Attend formal report outs

Share the vision with peers

Overcome roadblocks /

conflicts

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

As a Process Owner I will:

Process Owner Charter

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

One size does not fit all

Just Do It

General Discussion

with stakeholder

s

1 Day workshop

Full Scale

Project

Role applies to all change initiatives whatever the size

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)

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

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

Top Down Top Down

Bottom Up

From…From…From…From… ……ToTo……ToTo

A more responsive organization

Directing

Controlling

Decision Making

Change Initiating

“Turf”

Guiding

Leading

Communicating Vision

Developing Strategy

Group Decision Making

Disciplined Problem Solving

Change Initiation

Empowered Cross Functional Teams & Individuals