Download - Thinking Differently
Thinking differently – Lean at UCLHIntroduction
The challenge …
We have done well in the past but if we are to achieve our future ambitions, including future capital developments of £1billion over the next decade, and remain as one of the best and safest hospitals in the country we need now to think differently
“If you always do what you always did,
you will always get what you always got.”
Albert Einstein
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The challenge … how do weremove all waste, duplication and error from our processes to ensure we remain one of the very safest hospitals in the NHS?
ensure sustainability so that our clinical teams are able to deliver improvement both today and tomorrow?
lead the way in technology as an enabler for clinical change?
make sure we have the skills and capacity to do this work as well as possible, from the Board itself to the frontline?
truly devolve decision-making to as close to the frontline as possible?
reward staff who take risks to radically improve services?
create healthy surpluses so that we can build world class care facilities and continue to innovate over the next decade?
make this an exciting proposition for staff? 3
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Our challenge - to make major recurrent savings and improve quality…
Over the last 4 years we
have saved over £140m
• 2010/11 £32m
• 2011/12 £43m
• 2012/13 £33m
• 2013/14 £36.5m to save - £35m expected by March 14
Delivering on challenging targets …
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… but it is getting tougher
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Our values and behaviours
We put your safety and wellbeing above everything
Deliver the best outcomes Keep people safe Reassuringly
professionalTake personal responsibility
We offer you the kindness we would want for a loved one
Respect individuals
Friendly and courteous
Attentive and helpful
Protect your dignity
We achieve through teamwork
Listen and hear Explain and involve
Work in partnership
Respect everyone’s time
We strive to keep improving
Courage to give and receive feedback
Efficient and simplified
Develop through learning
Innovate and research
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Efficient and simplified
Two good examples…
Liberating ward sisters to lead:
Increasing time spent in clinical leadership to 75%
by reducing the bureaucratic burden – early days,
fantastically popular with staff
The productive outpatients programme:
Providing clinical teams with the tools and skills to redesign their outpatient service
16% clinics have been through the programme based on Lean methodology
Wouldn’t it be great if non-clinical support services are focussed on
supporting ward sisters in their role in delivering high quality safe
care and patient experienceOur vision:
To improve the quality of care of patients
on all our wards…..
by supporting the delivery of 75% clinical
leadership time for Ward sisters and
Charge Nurses…..
by creating a time-limited VIP conceriege
service for this community….
and using this as a focussed improvement
tool for the benefit of all
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Benefits being realised from clinical teams adopting lean principles
Chair Utilisation, Eastman Dental Hospital, Endodontic
◄Endodontics creating capacity for more activity
Reducing waits weeks
Gastrointestinal 12 to 8
Endoscopy 12 to 5
Endodontics 13 to 7
Women’s health physio 12 to 3
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Efficient and simplified
Scaling this work up
What if everyone was Liberated?
All our corporate support systems were as slick as possible and redesigned around value to the user
What if all our services were designed using Lean methodology? We are scaling up POP to reach all clinics within 2 years Provide support for clinical teams and clinical boards to redesign
inpatient services in the same way Increasing expertise and knowhow Training teams to redesign today and tomorrow
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Efficient and simplified
Focusing on doing this really well to achieve very significant efficiencies and scope to dramatically increase clinical activity within the same footprint over the next few years and generate funds to develop our estate for the future
The Lean method gets us to focus on removing waste and delays out of all systems and process so we;
Simplify what we do, how we do it, are more efficient and release time so more time can be spent on providing the
right care for our patients at the right time.
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Thinking Differently
We are working with our appointed Lean partners (an expert Lean firm called KM&T) to:
Build our five year Lean plan & Work on four priority areas
Urgent careElective careNeurosurgical pathwayLiberating everyone