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Going lean in the NHS - Northampton General Hospital文档
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
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