David Hamer: The Bolton approach to improving efficiency
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Transcript of David Hamer: The Bolton approach to improving efficiency
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IMPLEMENTING BEST PRACTICE FOR EFFICIENCY LONDON, 17TH OCTOBER 2012
David Hamer Professional Lead for Laboratory Medicine Bolton NHS Foundation Trust National Clinical Lead for Blood Sciences NHS Improvement (Diagnostics)
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Royal Bolton Hospital
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Some Recent Bolton Awards
HSJ Efficiency Award 2012
Laboratory Medicine
Service Innovation of the Year 2012
Ed Hinchcliffe 2012 Europe Process
Excellence Award Winner
Bolton NHS FT Clinical Leader of the Year
British Medical Journal 2011
Dr Ian Dufton Nursing Standard’s
Nurse of the Year 2011
Fiona Murphy National Process Excellence awards 2011
Respiratory Nurse Specialist Team
Patient Safety Awards 2011
Theatre Team Excellence in ADHD Award
2011
CAMHS Team
Champion for ADHD 2011
Noreen Ryan, Lesley Carney and Cath Ashworth
Health Service Journal's Efficiency Awards 2011
Outpatients Team Health Service Journal's Efficiency Awards 2011
District Nurse Team Healthcare Caterer of the Year
2010
Margaret Meadows
NHS Quality Champion of the Year 2010
David Fillingham Human Resources Director of
the Year 2010
Nicky Ingham NHS North West Leadership
Academy Award 2010
Suzanne Lomax Social Care Award Regional
Finalists 2009
Orthopaedic Team Diamond Care Award Winners
2009
Bolton Stroke Services
Diamond Care Award Winners 2009
BICS Academy
Diamond Care Award Winners 2009
Patient Experience Team
National Health and Social Care Awards 2008
Bolton Improving Care System
TrusTECH's North West NHS Innovation Awards 2008
Andy Minett
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Evan Esar 1899-1995 American humourist
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Bolton NHS Foundation Trust Integrated Care Organisation since July 2011
General hospital with 750 Acute beds
Community based services delivered at more than 20 sites
Serves the population of Bolton and surrounding catchment (around 350,000)
Employs approximately 6,000 staff
‘Supercentre’ for maternity and children's services for Greater Manchester
Accident & Emergency attendances around 110,000/year
Circa 1,000,000 patient contacts/year
Turnover £270M
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Department of Laboratory Medicine
Cellular Pathology comprising Histopathology, Cytology and Mortuary Services;
Microbiology comprising Bacteriology, Virology, Mycology and Infection Control.
Blood Sciences comprising Clinical Chemistry; Haematology; Blood Transfusion ; Immunology; Serology; Regional Downs Screening Lab; Specimen Reception & Phlebotomy
Admin & Support Services (Secretarial; Admin; Logistics; Patient facing)
Quality & Service Improvement Team
Combined services employ approximately 170 staff - Biomedical Scientists / Clinical Scientists / Laboratory Assistants / Medical staff / Nursing staff / Secretarial, clerical & other support
Process approximately 4 million Blood Sciences tests per year
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Laboratory Medicine
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Challenges to Gtr Manchester Pathology Services (20:20 vision)
Need to reduce costs to GPs by 20% £600,000 by August 2012 at Bolton
Need to improve quality by 20%
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a good crisis”
Professor Daniel Jones Lean Enterprise Academy
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Holistic approach
It’s about improving the efficiency & effectiveness of
the whole service not just some elements &
processes
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Lesley Doherty Chief Executive Bolton NHS Foundation Trust
“It’s the way we do things around here”
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Lean basics
Eliminating Waste
• Capacity • Quality • Defects • Cost • Productivity
Focussing on the Patient
• Value • Deliver value • Pathways • Reduce TAT
Respecting Our Staff
• Enabled • Enhanced roles • Innovate • Ideas • Improvements
Understanding customer value drives further
improvement
Provides capacity & quality
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Objectives
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The Bolton Approach Lean methodology
Staff engagement
Value Stream Mapping
Visual management of progress
Governance
Customer value Multidisciplinary Team
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Number Work Stream Lead Work Stream Name
1 Quality & Improvement Lead Next Level of LEAN
2 HR Business Manager Workforce Planning
3 Clinical Chemistry Manager Sendaways, Value for Money, Repatriation
4 Lab Med Professional Lead Customer Service, Marketing & Advice
5 Specimen Reception / Phlebotomy
Manager Laboratory Medicine in the Value Stream
6 Cell & Infection Science Service Manager Transport
7 Haematology Manager Information Technology
8 Transfusion Lead Demand control, Pathways, Order sets
9 Lab Med Clinical Lead New Business, Innovations
10 Management Accountant Finance, Managed Service Contracts,
Procurement
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BEST CARE FOR BETTER HEALTH Quality / Timeliness / Delivery
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Secure high quality GP services Initiatives
Support GPs in Triple Aim
Big Bolton Health check
Provide GP CPD sessions to educate & influence pathways & testing protocols
Provide GP newsletter
Collect GP practice views & analyse using Kano tool
Improved sample collection system/courier service in consultation with users
Expanded GP domiciliary phlebotomy services
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Continuously improve Quality
Action Improvement
Number of agreed clinical requesting pathways 78%
Repatriated sample turnaround time 86-90%
Number of sendaways (sent to reference lab) 10% reduction
Needle to Notes for A&E 74%
Number of tests in GP test profiles U&E 40% reduction
Bone profile 25% reduction
Increased electronic reporting of tests >95%
Meet or exceed RCPath Blood Sciences TAT KPIs 100%
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USING RESOURCES RESPONSIBLY Cost / Value for Money
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Efficiency savings of 20% Forecast - identified £803K recurrently
£517K posted in Year
• Reprofiling – skill mix / reorganisation • Procurement – Re-negotiation of contracts (suppliers; referred work; Managed Service Contracts) • Streamlining efficiencies (better stock management; demand control; removing waste; eliminating defects; repatriation of work) • Income generation (new business with same resource; new services)
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Productivity
<<< 62% >>>
Last 6 months Productivity rose by 9.5%
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VALUED, RESPECTED & PROUD Morale / Human Dimension
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Improve patient/staff experience Initiative
We have secured Scientist Training post in Haematology / Transfusion under Modernising Scientific Careers
All staff have attended BICS Academy Green training; all senior staff have attended Bronze; all Lab Managers have attended Silver & some are also now on Gold.
All senior/supervisory staff have now attended the Engaging Manager programme & completed LMSQ
Formed a cross discipline/cross grade Lab Med Team to support 100 voices (monthly in-patient interviews)
Assigning BMS staff to named wards to support Transfusion safety & education
Job satisfaction and morale have increased, sickness absence continues to run below the Trust target of 3.75%. Staff feel empowered to deliver the services they have developed
Willingness to adapt
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Innovation in practice
Unique & Innovative Quality Assurance Scheme provided for high street point of care testing services throughout the UK.
(GPs, Pharmacies, Health Centres, Supermarkets)
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Reflections/Insights (Lab Med)
Went well Team approach Staff engagement The work has improved quality and protected jobs
Insights Leadership Voice of the Customer Break out of your silo Focus on the Quality Daily (continuous) Improvements It’s tough
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Reflections (Trust)
It’s too compelling to ignore:
It has to be a cultural change Board and lean team leading by modelling behaviours
It has to be values and behaviourally led built on engagement
It requires leaps of faith
It requires leadership courage
It saves lives….and money
Lean is all about people and all about quality
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Insights (Trust)
80% people
20% method
Leadership changes
We already have the experts
We don’t really know
what’s happening out there
Get good advice;
build knowledge
and skill
Narrow and Deep v.
Broad and Shallow –
the balancing
act
Other people have been down
the path before us
It’s not a project
Sustainment is hard
Leadership from the
top is essential
It feels good (even though it’s
tough)
Patients know what
value is
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“It’s the way we do things
around here”
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Questions