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STAFF INVOLVEMENT USING LEAN IMPROVEMENT

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Who are we?

Teresa Hopley – Assistant Director of HR

Kathy Ronan – SIP Project Support Officer

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What is Lean?

• A mechanism by which we can give our patients great & efficient service

• Its a philosophy / way of working/ an ideal to be pursued

• It should be considered as dynamic and a journey rather than a fixed point

• Set of tools that can be applied to improve processes

• Its about creating the right culture to embrace change

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Focus on what the Patient values

• Lean aims to focus the whole hospital on dealing with what the patient needs, when they want it.

• The lean approach is to maximise value adding activities in the process and eliminate what can be considered as waste or activities which do not add value

• The aim to is create flow in our systems

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1. Identify value

2. Map the

value stream

3. Create flow

4. Establish

pull

5. Seek

perfection

The Five Lean PrinciplesThe Five Lean Principles

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What is Waste or Non Value Adding?

• Waste/Muda is not just what we throw away

• Activities that consume Time, Resources and Space, but do not contribute to satisfying customer/patient needs

• Need to reduce or eliminate it

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Types of Waste

Unnecessary movement of patients and equipment

around the hospitalExcess stock levels/uncontrolled

orderingUnnecessary staff movement –

poor work area designPatients waiting for hospital appts or in

waiting areas

Recording same information on more

than one systemJunior doctors ordering too many tests

Mistakes/not getting it right first time

Not tapping into staff ideas to improve

processes.

T

I

M

W

O

O

D

Y

Transport

Inventory

Motion

Waiting

Over processing

Over production

Defects/ Reworks

Your skills and unused creativity

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Technical change

Cultural change

What happens if this balance is not achieved?

Effective Change Programmes Need a Balance

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Technical change

Cultural change

If There’s too Much Emphasis on the Cultural …

…people feel different but the work process is fundamentally the same: results are limited.

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Technical

change

Cultural

change

If the Emphasis is all on the Technical Side…

… potential improvements in performance are hampered because the old practices are still in place: no-one feels involved.

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Effective Change Programmes Need a Balance

Leadership

Technical change Cultural change

Policy DeploymentValue Stream IdentificationValue Stream MappingStandardisation

Lean TechniquesLeadership, CoachingLean Awareness

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Satisfied staff

Loyal & committed staff

Staff that support the service values

Satisfied patients

Loyal patients and membership

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Sound familiar?

Don’t want someone coming in changing

the way I work

Haven’t got time for this

It’s always been done this way

I can see a better way…..but no-one

ever listens Isn’t Lean just

another “flavour of the month”?

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5S

Sort

Straighten/Set

Scrub

Standardise

Sustain

Throw out the junk and only be left with what you need.

Organise equipment and materials appropriately according to frequency of use, quantity required, arranged to minimise movement and labelled so anyone can find them.

Cleaning is inspection, so checking items are in serviceable and safe working order each time you need it.Establishing a commonly understood standard to which we maintain the work area

Audit to keep the team focused on maintaining best practice standards and look for continuous improvement.

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And now it’s time for a game………..

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The Rules are :

• Only turn over the sheet when told to do so• You must cross out from bottom left to top right of

each number • Do NOT rotate the page• Finish as soon as the time is up

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Round 1 : Current Workplace

• Everything all over the place….. Equipment, Christmas decorations, out of date documents, extra supplies (just in case)……you name it, it’s there!

• Room is so full, you can’t find what you’re looking for……..and so, you walk to borrow one from another department.

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Round 2 : Sort

• The work has begun….

• All old and out of date items have been removed. There’s now more space for the equipment.

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Round 3 : Straighten

• One member of staff notices that improvements have been made…….and decides to carry on the good work and change the layout of the storage in the evenings when no-one else is around.

• Next morning, the staff can’t find the things they need

• COMMUNICATION!

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Round 4 : Scrub

• An effort has been made to improve the environment – less stuff around but there is no standardisation.

• There is some system but no-one understands it. Gradually clutter starts to appear in the room.

• All the good work could slip away. How frustrating!

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Round 5 : Standardise

• Now the staff have worked together and standardised the room

• Place for everything and everything in it’s place.

• Everyone understands the system

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Round 6 : Standardise

• Is it there or not?

• Without a system, how hard is it to find whether something is missing or not ?

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Round 7: Standardise

• 3 Second rule – identify what is missing or gain what information you need within 3 seconds “Lean” process.

• Visual Management – shadow boards, pictures, defined areas for equipment. Everything at a glance

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So, no excuses……

Don’t want someone coming in changing

the way I work

Haven’t got time for this

It’s always been done this way

I can see a better way…..but how can I

make changes?

……The Lean journey can begin

Isn’t Lean just another “flavour of the month”?

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STANDARDISATIONSTANDARDISATION 5S & VISUALISATION5S & VISUALISATION

Lean Foundations

People are at the heart of the Lean Temple

Bu

ild In

Qu

alityB

uild

In Q

uality

Do

cum

entatio

n

Do

cum

entatio

n

& D

elivery&

Delivery

SERVICE IMPROVEMENTCONTINUOUS IMPROVEMENT

TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

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THANK YOU