Going lean in the NHS - Northampton General Hospital文档.pdfVIP

Going lean in the NHS Going lean in the NHS How lean thinking will enable the NHS to get more out of the same resources An introductory guide for healthcare organisations seeking to: • improve quality and efficiency • improve patient care and experience • improve safety and reduce mortality • reduce length of stay • reduce waste • lower costs • eliminate delays • improve staff morale 1 Contents Lean thinking for better, safer healthcare – with no delays Five principles of lean thinking 4 How to maximise customer value by eliminating waste5 Who is a customer? 5 Principle 1: Specify value6 Whats valued / not valued by patients and carers? 6 Principle 2: Identify the value stream or patient journey 7 Value stream mapping enables staff to see waste 7 Designing a better way of working without waste and delays8 Involving patients8 Action plan 8 Make someone responsible for the whole patient journey 8 Principle 3: Make the process and value flow9 Understanding demand10 Improving AE10 Value stream maps to help expose the waste 10 Case study: Hereford Hospitals NHS Trust endoscopy unit 11 Simple tools for better and safer working – the 5S process12 Pathology lab before and after a 5S activity 13 Standardising processes and the steps within them14 Principle 4: Let the customer pull 15 Connecting the whole patient journey to improve care16 Exploiting the pull rather than the push 16 Principle 5: Pursue perfection 17 Helping people recognise when things are going wrong17 Overview of lean implementation and its advantages 18 Case study: Bolton Hospitals - Better quality plus waste reduction, in days not months 18 Critical success factors 19–20 Case study: Rapid improvement event at Mayday Healthcare NHS Trust sterile services 21 If youre excited about the benefits of lean thinking, here are some points to consider22