2009 Exhibition & Awards a huge success!
The Lean Healthcare Academy annual Exhibition & Awards was hosted on Thursday 12th November at the Royal Armouries in Leeds and we would like to say a big thank you to everyone who contributed to the success of the event and everyone who attended.
Over 150 healthcare professionals from across the country attended the event which encompassed interactive workshops showcasing the latest in Lean thinking, huge networking opportunities and an award ceremony celebrating the advancements in Lean made by our members and independent organisations.
Click here to see all of the photos from the 2009 Awards.
The Winners of the 2009 Lean Healthcare Academy - Exhibition and Awards are:
LHA Supported Project of the Year
WINNER
Leeds Community Healthcare
Children and Family Services Administration Project
Leeds Community Healthcare – Children and Family Services Administration Team Project
In addition to delivering measurable improvements to services, this project has resulted in spin-off projects from redesign of school nursing reception screening to CAMHS redesign of the whole patient pathway.
Productive Series Award
Sponsored by the NHS Institute for Innovation & Improvement
WINNER
University Hospital of North Staffordshire
Productive Ward Facilitation Team
The Productive Ward programme is currently being implemented across all 56 inpatient areas at UHNS where the team have utilised a wide range of lean disciplines including Poka Yoke, (Error Proofing) and the 5 Why Analysis problem solving technique. Results are measured across 10 key indicators and sustained through a simple database system.
NVQ Project of the Year
WINNER
Airedale NHS Trust
Level 2 Lean Champions Cohort 4
As well as the mainstream 6S focus, this project looked at both Health and Safety and the working conditions of staff. The department is small, cramped and doesn't fit the needs of a modern Pharmacy. In addition to creating an overall better working environment and 6S audit structure the team tackled the problem of storing the ward top-up boxes in the corridor. They set up a KANBAN delivery service for the boxes to keep the boxes in the wards and keep the corridors as clear as possible.
Independent Project of the Year
Sponsored by Yorkshire Forward
WINNER
North East Strategic Health Authority
North East Transformation System Coalition
In 2007, The North East SHA defined a strategic plan for the region and the NETS Coalition is a group of 6 NHS Organisations which are pioneering this approach to service transformation. 163 certified leaders have been trained in Virginia Mason Production System tools and techniques and 57 RPIWs (Rapid Process Improvement Workshops) have been held. Numerous achievements have been recorded some of which have been displayed on the NETS poster this afternoon.
Best Sustained Project
WINNER
St Helen’s & Knowsley Teaching Hospitals NHS Trust
Microbiology Department
This project aimed to further improve turnaround times of MRSA screening and urine analysis so that patients could be cared for in a clean and safe environment. The department introduced daily CDT screening in April 2008 and the changes in microbiology were one of the most significant factors in reducing the rate of hospital acquired CDT . Microbiology was highly commended in the 2008 HSJ awards and in the last financial year the Trust had the 4th lowest MRSA infection rate in the country. The department has continued to sustain and build on its achievements and can demonstrate improvements by continuing to reduce turnaround times and continuing progress on a Benefits Accumulator.
Innovation Award
Sponsored by NHS Yorkshire and the Humber
WINNER
The Royal Wolverhampton NHS Trust
Integrated IT Project Team, Digital Dictation Workstream
Wolverhampton Diabetes Centre was struggling with a 51 hr turnaround time for dictation. Diabetes missed the 72 target 26 times during 08/09 and 100% of typing did not commence until the afternoon of the date of tape collection at the earliest. Following introduction of digital dictation average turnaround is now 29.5 hrs, with all clinical correspondence being typed within 48 hrs and typing now commences whilst the Dr is still in clinic.
Lean Champion of the Year
WINNER
Heidi Poole
University Hospital of North Staffordshire NHS Trust
Heidi Poole has spearheaded Lean Office within UHNS. Delivering the sessions herself and with the help of the LHA, training focuses on practical applications and more than 140 staff from 14 areas have now benefited. Heidi also produces a monthly edition of Sharing Lean Learning – a tool to disseminate information on new projects, current actions and anticipated outcomes as well as succesful projects and benefits realised.
Facilitators Choice
WINNER
Yorkshire Cancer Network
Lung Cancer Pathway
This project was run across 7 acute trusts and 7 PCTs making it the LHA’s largest project to date. The aim was to meet and then better the current lung cancer waiting target times for first definitive treatment. (31 or 62 days). 7 RIEs resulted in current and future state maps, as well as blue sky maps, gap analyses and action plans. Actions are still in process but the interim review in October reported typical current state steps being reduced from 120 to 50 steps.
Organisation of the Year
Sponsored by Health Systems Consultants
WINNER
University Hospital of North Staffordshire NHS Trust
In addition to the information already mentioned in the previous category, UHNS also opened a Lean Healthcare Academy Regional Centre in October 2008. Since then they have trained almost 1000 individuals, run numerous Lean Week events and introduced lean as mandatory training. The trust are well on their way to achieving a full cultural shift with the Trust Board and Executives all contributing to and engaging in the lean journey.
Outstanding Contribution to Improving Services
WINNER
Southern Health and Social Care Trust
Change in Mind Project
The Change in Mind project was truly customer centred as the team looked at how to transform access to mental health services at Southern Trust. Concerns included the inequity of service provision and the lack of maximum waiting time, resulting in some service users waiting a year before being able to access the service, during which time their condition may have seriously worsened. The project has achieved a reduction in waiting time to 13 weeks, a level which has been maintained and there is an aim to reduce to 9 weeks by March 2010. Most importantly, there is now equity of service across the region.
Best Impact on Patient Experience
Sponsored by the Healthcare e-Academy
WINNER
NHS Community Healthcare Stockport
Neonatal Blood Screening Process Re-design
All babies are offered blood spot screening at Day 5 after birth against certain conditions that if not treated can cause serious complications to their health. At NHS Stockport there was concern about the high level of incidents reported through the risk management system. One of the incident forms included 14 incidents where the blood specimen hadn’t been received by the lab!
This project has made a real difference to patients now that the process is much more realiable in terms of patient safety and experience. Parents are waiting less time for the blood results and are therefore less anxious, babies are treated promptly where required, parents are assured that staff undertaking the blood spot are competent to do so and there is a reduced risk of patient safety incidents.
Outstanding Contribution to the Advancement of Lean
WINNER
Dr Gavin Russell, Medical Director & Mrs Vanessa Gardener, Chief Operating Officer
The intrepid team of two whom we wish to acknowledge have been unrelenting in their drive to utilise the lean philosophy to achieve great things for their trust. Whilst continuing to carry out their very demanding day jobs, this duo have led not only their executive team colleagues and their board, but also the rest of their 7000 strong workforce to embrace lean in some very difficult circumstances. They are an excellent example of clinical staff and management working together for the benefit of patients.
People's Choice
WINNER
Pennine Acute NHS Trust
Ward 14, Fairfield General Hospital Productive Ward
In this, the 2nd of Pennine Acute’s Productive Ward Projects to be shortlisted, the team saw direct care time rise from 14% to 39% in March and then to 53% in June 2009. The introduction of SOPs has removed 30 steps from a catheterisation process and there have been no recorded MRSA or C-Diff cases since the commencement of the project.
