Lean Healthcare Academy Projects
| Project Title | Issue | |
| 6S HR |
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| 6S Pharmacy | Need to sort out parts of pharmacy department with 6S | |
| A&E PAS | To migrate A&E from thier bespoke system to iPM PAS | |
| Bed/Case Management | Look at how bed and case managers work | |
| Bereavement Services | Mapping and redesigning the bereavement service process | |
| Board Reports | To look at the content and generation of board reports | |
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Cardiology |
Achievement of 18 weeks in Cardiology referrals | |
| Colorectal Cancer Fast Track Pathway | Patients reffered to fast track pathway with suspicion of cancer. Waiting too long to receive treatment or no cancer diagnosis | |
| Colposcopy Pathway | Quality assurance report from the cancer screening programme identified problems, including: waiting too long for appointments, high follow up DNA rate, weak performance data collection, complex referral process | |
| C-Sections | Review the elective section pathway | |
| Dental Records | ||
| Diathermy SOP | No clear guidance for use of complicated machinery | |
| Elipse | Moving patients too and from Theatre is an issue | |
| Endoscopy Capacity and Demand | To look at the figures for capacity and demand for the department, in particular the screening colonoscopy backlog | |
| ESR | To look at moving from a system managed by HR to self manager system | |
| Falls | Reducing falls, improving the management of patients when they fall | |
| HR | The Trust Board have agreed as part of the Trust's HR Review that the Personnel Department needs to develop a Lean culture. | |
| Improve Patient Flow in A&E | Explore patient flow issues | |
| IT Helpdesk | To look at the operation of the Helpdesk | |
| IUGR | Unacceptable waits for scans following identification of small for date baby | |
| Communications Room | Ongoing support for creating new and eye-catching and informative materials for COMS | |
| Locum Doctors | To review the way locum are paid | |
| Maternity Notes | Examine the processes around maternity notes | |
| Month End Finances | Review month end reports | |
| Occupational Health | ||
| Orthodontics | Long waits in Orthodontics with the potential to breach the 18 weeks RTT target | |
| Orthopaedics 18 weeks | Mapping the orthopaedics referral to treatment, with an aim to redesign the pathway to ensure all patients are seen with the 18 week target | |
| Outpatients Booking Process | ||
| Outpatients/Pathology/Radiology | ||
| A&E 6S | Improving the ergonomics of the A&E resus room | |
| A&E Waiting times | Setting a local 2 hour target, exploring how there may be improvements on the current 4 hour waiting times | |
| MHRA Alerts | Inconsistency in the notification of action taken in relation to the actioning of alerts issued by MHRA | |
| New Paediatric Referrals | Concern over long process for new referral to paediatric out patient department - possibly responsible for DNAs | |
| Pre-op Assessment | SPI walk around identified scope for improving process flows in pre-op assessment | |
| Complaints Procedure | Currently not meeting 25 day response target in a large number of complaints | |
| ENT & EYE Patient Administration Process | Long standing problems with patient administration processes | |
| Cancer Services/ Pathology | To assess whether laboratory tests are being used appropriately and whether effective cost savings could be made within Haematology and Oncology Services | |
| Ophthalmology 18 Weeks | There is currently no clear pathway/process for the glaucoma pathway and up till now no data collection methodology | |
| Trauma Orthopaedics | Dysfunctional trauma patient pathway. Delays in patients receiving emergency surgery. Problems with theatre utilisation. Long length of stays. High levels of Orthopaedic patients outlied to non orthopaedic wards | |
| Outpatients Process 18 Weeks | The outpatient pathway is very complex and has many inbuilt delays- leading to problems with 18 Weeks | |
| PCT MSK Provider Services | Multiple musculo-skeletal (msk) services across the health economy - in various stages of set up - which all operate slightly differently | |
| Breast Cancer | Introduction of 2 week OPD wait for all Breast Patients by March 2008. | |
| Lung Cancer | Recent YCN thoracic pathway meeting requested all unit MDT to review their pathways and submit action plan on how to improve the diagnostic pathway, ensure compliance with YCN network pathway, ensure robust measures for monitoring. | |
| Endoscopy Store Room | The volume of stock has increase as more procedures are done and practices change. Consequently items are moved, squeezed between others or spread to other areas of the department. Urgent orders are expensive and time consuming for endoscopy and supplies. Overstock impacts on the department budget. | |
| Social Care Information Systems |
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Social Care Administration |
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| Children's Residential Homes Maintenance |
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| CAMHS | To understand and clearly define the CAMHS service and communicate internally and externally, specifically what it does and does not provide. This will be facilitated by mapping out the service ("as is") and then redesigning the service into a future state. An action plan to move from "as is" to future state will be generated. | |
| Orthodontics | Long waits in Orthodontics with the potential to breach the 18 weeks RTT target | |
| Adult Services | Debate re-level of human resource requirements - particularly administration - within Adult Protection referral and case work management processes. | |
| Medical Records | Highlight the current state of Medical Records. Use Lean techniques to improve efficiency and effectiveness |
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| PCT Data Analysis | Lots of data being collected, some duplicated, most not used and very little action on the data collected. Totally redesign the data collection looking at what is collected, who collects it, why and then look at triangulating the data effectively and action it. | |
| CATS Referrals | To review referral and booking management systems and processes that take place between the referral information centre and the CATs services. There are what seem to be a number of unnecessary steps/ hand offs between the departments. Lean, streamlined process needed. | |
| Continence | There has been a recent redesign of adult continence services provided by the organisation. The aim of the redesign was to address waiting times for assessment; reduce the pressures on the continence specialist nurses and thus improve patient care and journey. Unfortunatley the redesign has not been successful. | |
| Pallative Care | The patient journey needs to be understood, particularly in relation to the statutory and voluntary services which are involved in the care and support available to this client group and their carers. The factors which result in admission to hospital need to be unpicked and key elements analysed. There is evidence which strongly suggests that many admissions occur 'out of hours', that is when daytime services are not available and general practitioner cover is given by an emergency services. Access to services close to home and preferred priorities for care reinforce the need to understand this matter and develop a strategy to enable more people to die in their place of choice and thereby reduce admission rates to acute hospital settings. | |
| CASHA Amalgamation | Amalgamation of the Clinic Administrator & School Health Administrator teams to provide a complete 0 - 16 admin service. | |
| Orthopaedic Pathway | Orthopaedic capacity is presenting a number of challenges in our ability to meet demand and sustain an 18 week patient pathway. We are currently comissioning capacity from the independent sector and would like to exmaine how we can redesign services in order to better meet demand. | |
| Diabetic Foot Clinic | The aim is to streamline working to allow each team member to work effectively, whilst still delivering high quality patient care. | |
| Paediatric Therapies | Need to identify current working practices and the problems these may create for both staff and children and their families. Explore options for changed ways of working for the benefit of staff and key stakeholders. Team to be very clear about its core and added value business and to offer equity, transparency and clarity in service provision. The team should be able to evidence efficiency in the context of use of resources and activity linked to measurable outcome and costs. | |
| PACS System | Integrate the radiology viewing system PACS across the local regional sites | |
| PEADS Resus | Look at the design and operation of Peads resus | |
| Policy Guidance | ||
| Productive Ward Patient Status at a Glance Boards | ||
| Recruitment Procedures | Need to streamline the administration process for recruiting new staff | |
| Outpatients | The Outpatient pathway is very complex and has many inbuilt delays- leading to problems with 18 Weeks | |
| SMED for Medicine Round | Level 3 NVQ SMED project on the medicine round ward 2 | |
| SOP for Human Tissue Act | Create a SOP for the Human Tissue act compliance | |
| Study Leave Process | ||
| Therapies Admin | Standardise and improve the activity reporting of the Therapies team | |
| Visual Management Visitors Board | To remove notices from ward doors to ensure health and safety | |
| Ward 10 Kaizen Burst | Ward 10 was perceived as a problem | |
| Ward 15 Treatment Room 6S | It’s a tip! | |
| Ward Hostesses | Patients move and the ward hostesses waste time tracking them down, patients potentially go hungry, meals go cold. | |
| Wrist Bands | To look at moving towards bar coded wrist bands |
