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Applied Systems Improvement Programme Management Training Scheme


  1. Applied Systems Improvement Programme Management Training Scheme ����������������������� ����������������������� ����������������������� ����������������������� Sharon Williams Matthew Cooke Clinical Systems Improvement www.warwick.ac.uk/go/csi ��������������������� ��������������������� ��������������������� ��������������������� � ��������������� � ����������������������������� � ����������������������������������� �������������! �"������ � ����������������#����������������� � $��������������������������������������������������� ���������������������� Clinical Systems Improvement www.warwick.ac.uk/go/csi 1

  2. $"������������������������ $"������������������������ $"������������������������ $"������������������������ � %�������������������������������������������� �� ��� ���"��������������������������������� �&���������� ��������������������' � ������������������������������������������� ����� � ��� ������������������������������������ (��)��������� Clinical Systems Improvement www.warwick.ac.uk/go/csi �������*(+������� �������*(+������� �������*(+������� �������*(+������� � ,�����������������������������������������-���� ������������������������������� � ,���������&�� ��������(���������(�����(������ � �� �������� ��)����������������������� � ,������� ���������(�� ������������������� ������������������������������� Clinical Systems Improvement www.warwick.ac.uk/go/csi Today’s Programme 10.00am Welcome & introductions 10.15am Introduction to the origins of systems improvement 10.45am CSI principles & defining value 11.15am Coffee 11.30am Identifying waste 12.15pm Introduction to value stream mapping 1.00pm Lunch 1.45pm Mapping & improving the patient journey 2.30pm See & Treat case study 3.15pm Tea 3.30pm Leadership & Teams 4.30pm Break 5.15pm Lean simulation activity 7.15pm Summary, feedback & questions 7.30pm Close Clinical Systems Improvement www.warwick.ac.uk/go/csi 2

  3. Tommorrow’s programme 9.00am Review of Day 1 and simulation activity 9.15am Introduction to problem solving tools & visual management 10.15am Project management & action plans 11.00am Coffee 11.15am Managing change and sustainability 12.00md Systems Improvement & Safety 1.00pm Lunch 1.45pm Systems Improvement & Safety 2.15pm Lean meetings 2.30pm Strategy & policy deployment 3.00pm Tea 3.15pm Facilitated discussion - future application of learning 3.45pm Summary, feedback & questions 4.00pm Close Clinical Systems Improvement www.warwick.ac.uk/go/csi ,����! ,���� ,���� ,���� !��*(+������� ! ! ��*(+������� ��*(+������� ��*(+������� .������������������!�������������� ���/ � &���������������������� ��������������������� ���������������)���������������� ��)����� � 0�����������������������������������)�������������� ������������������������������� � 1��������������������������������������� ���� Clinical Systems Improvement www.warwick.ac.uk/go/csi Learning and reflection Please complete the handout at the appropriate points Handout - CSI – its personal impact Clinical Systems Improvement www.warwick.ac.uk/go/csi 3

  4. Evidence based medicine vs. improvement impact - Clot busters Which drug? When? Getting it to everyone who needs it Consistently Reliably Clinical Systems Improvement www.warwick.ac.uk/go/csi History of CSI Techniques from Manufacturing Modernisation Agency Collaboratives Improvement Programmes Process vs Clinical Pathway Systems and Safety Clinical Systems Improvement www.warwick.ac.uk/go/csi Survey on CSI with 19 Acute Trusts and 10 PCT’s in England Command and Control culture can obstruct engagement Methods for knowledge transfer are mainly traditional (staff involvement v top down communication) Most improvement is focused on ‘targets’ Strong focus on cost rather than quality Improvement techniques applied are variable and mainly project based rather than system based Strategy and Improvement are poorly linked Walley, Rayment and Cooke, 2006 Clinical Systems Improvement www.warwick.ac.uk/go/csi 4

  5. Characteristics of Best Performers Strong leadership enabling difficult and sensitive change Senior Managers with a strong awareness of process and systems issues Receptive workforce to new ideas with no change fatigue Strategies deployed as a means of reconciling conflicting long and short term priorities A critical mass of capacity in improvement Management style which encourages staff driven improvement Walley, Rayment and Cooke, 2006 Clinical Systems Improvement www.warwick.ac.uk/go/csi Handout- suggestions Clinical Systems Improvement www.warwick.ac.uk/go/csi TEAMWORK COST INVOLVEMENT USER OUTCOME QUALITY TIME N O SAFETY I T C A F CULTURE S I T A S Clinical Systems Improvement www.warwick.ac.uk/go/csi 5

  6. The NHS is different……. More variation Unpredictable No measurable output Not profit making No staff reward scheme Inverted skills pyramid Clinical Systems Improvement www.warwick.ac.uk/go/csi What is lean healthcare? Applying lean principles to healthcare to improve patient care and safety Redesigning healthcare systems and processes to improve response, quality and safety. Clinical Systems Improvement www.warwick.ac.uk/go/csi Lean in health care Make the Identify the Let the 1 2 3 4 5 Specify Process Pursue Value Customer value & Perfection stream pull Value flow Clinical Systems Improvement www.warwick.ac.uk/go/csi 6

  7. Five principles of lean healthcare 1. Understand & specify what our customer/patient want & value value . 2. Identify the value stream value stream or patient journey & eliminate waste 3. Make the process and value flow flow according to according to the needs ( pull the needs ( pull ) of the customer/patient ) of the customer/patient 4. Involve & empower healthcare staff 5. Continuously improve in pursuit of perfection perfection Clinical Systems Improvement www.warwick.ac.uk/go/csi Lean Thinking Systems approach – rather than functional Based on eliminating unnecessary actions Linking value activity in a continuous sequence Move away from ‘batch & queue’ to continuous flow It has a very long history (around since 1950s) and is a continuous cycle Clinical Systems Improvement www.warwick.ac.uk/go/csi Lean Thinking Systems approach – rather than functional Based on eliminating unnecessary actions Learning by Linking value activity in a continuous sequence doing Move away from ‘batch & queue’ to continuous flow It has a very long history (around since 1950s) and is a continuous cycle Clinical Systems Improvement www.warwick.ac.uk/go/csi 7

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