1. Introduction to lean and Rapid Improvement Event methodology Sharon Slane Organisational Development Consultant Dec 09

2. RAPID IMPROVEMENT EVENT Team Member Name……………………………..

6. It’s All About People It’s going to mean a shorter trip, less trips and a quicker arrival at an end point for a significant proportion of our patients who have worrying symptoms. Mr Chris Goodman, Consultant Urologist, Clinical Leader It’s been an intense week. We were able to change things quickly that might have taken months, years if we hadn’t taken the time out. Mr Paul Halliday, Consultant Urologist It’s going to be far better for staff. I think they feel they’ve been listened to this week . Dawn Sturrock, Urology Clinical Team Manager

7. Establish value in the eyes of patients & service users Make value flow with no interruptions Pull what you want when you want it Search for perfection with no waste Map the total patient and service user value streams Lean Principles Jones & Womack, Lean Thinking-Revised, 2000

8. Spectacles Film processing Direct sales Internet Changing Customer Expectations

12. Seeing Blockages and Waste Waste is anything that does not Add Value for the patient/service user If you are not Adding Value what are you adding?

14. Focus on Blockages to Flow & NVA Eliminating Non Value-Add has a major impact on Quality, Cost and Service Delivery Value-Add Essential Non Value-Add Non Value-Add activity Elapsed time line

24. Change Acceleration Message Acceptance Quality Effectiveness * Stolen with pride from GE * Q x A = E

26. Everybody Wins Front line staff Better process Ideas for change “ Being listened to and allowed to shape the process we work in” Organisation Key indicators improved Quality Cost Delivery Safety Morale Patients/ Service users Increased Satisfaction Safer Better quality Better predictability Lower costs

27. 7 Wastes of Lean

28. Sound familiar? 7 w7astes of lean Exercise: Can you think of example in your workplace? The 7 Wastes of Lean

29. QUESTIONS / COMMENTS