| Description |
1 online resource : illustrations |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Dedication Page; Contents; Foreword; Acknowledgements; 1: Introduction; 1.1 Introduction; 1.2 Quality; 1.3 Quality in Health and Social Care; 1.3.1 Primary Care; 1.3.2 Secondary Care; 1.4 Development of Quality Improvement in Health and Social Care; 1.5 The Importance of Context; 1.6 Effectiveness of Quality Improvement in Organisations; 1.7 Applying a Method; 1.8 Challenges in Applying Lean in Health and Social Care; 1.9 Conclusions; 2: Value and Waste; 2.1 Aims of the Chapter; 2.2 Examples of Value and Waste; 2.3 Value Definition |
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2.4 Waste Definition2.4.1 Jargon Buster: Waste; 2.5 Types of Waste; 2.5.1 Waiting; 2.5.1.1 Waiting Examples; 2.5.2 Over-Processing; 2.5.2.1 Over-Processing Examples; 2.5.2.2 Over-Processing: History Note; 2.5.3 Defects; 2.5.3.1 Defects Examples; 2.5.4 Transportation; 2.5.4.1 Transportation Examples; 2.5.5 Motion; 2.5.5.1 Motion Examples; 2.5.6 Overproduction; 2.5.6.1 Overproduction Examples; 2.5.7 Inventory; 2.5.7.1 Inventory Examples; 2.5.8 Practice Tip; 2.6 Working with Teams; 2.7 Conclusions; Further Reading; 3: 5S; 3.1 Aims of the Chapter; 3.2 Introduction; 3.2.1 Waste Examples |
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3.3 Reasons to Undertake 5S3.4 Stages of 5S; 3.4.1 History Note; 3.5 Getting Started; 3.6 Sort; 3.6.1 Sort Tips; 3.7 Set in Order; 3.7.1 Set in Order Tips; 3.8 Sweep; 3.8.1 Sweep Tip; 3.9 Standardise; 3.10 Sustain; 3.10.1 Sustain Tip; 3.11 Practice Example; 3.12 Conclusions; Further Reading; 4: Improvement Cycles; 4.1 Aims of the Chapter; 4.2 Introduction; 4.3 Deciding on the Work to Prioritise; 4.4 Identifying the Need for a PDSA Cycle; 4.5 Preparation; 4.5.1 What Are We Trying to Accomplish?; 4.5.1.1 What Is the Nature of the Problem?; 4.5.1.2 What Are the Possible Causes of the Problem? |
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4.5.1.3 What Is Our Aim?4.5.2 How Will We Know That a Change Is an Improvement?; 4.5.3 What Changes Can We Make That Will Result in Improvement?; 4.6 Conducting PDSA Cycles Using a Form; Details of the Cycle; Plan; Do; Study; Act; 4.6.1 Plan; 4.6.1.1 Description of the Nature of the Change; 4.6.1.2 A Prediction of the Nature of the Change; 4.6.1.3 A Plan to Measure the Change; 4.6.2 Do; 4.6.3 Study; 4.6.4 Act; 4.7 Scale and Scope: Learning from the IHI; 4.8 Problems with PDSA Cycles; 4.9 Using PDSA in Practice; Further Reading; 5: Continuous Flow; 5.1 Aims of the Chapter; 5.2 Introduction |
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5.2.1 Examples of Problems with Flow5.3 Flows of Health Care; 5.4 Organisation of Services; 5.5 Push Systems; 5.5.1 Example: Ophthalmology Clinic; 5.5.2 Example: Substitute Prescribing; 5.6 Pull Systems; 5.7 Batching; 5.7.1 Examples of Batching; 5.8 One-Piece Flow; 5.8.1 Examples: Problems Created by Lack of One-Piece Flow; 5.9 Creating One-Piece Flow; 5.10 Drum-Buffer-Rope Systems; 5.11 Takt Time; 5.12 Multi-Process Handling and Multi-Skilled Workers; 5.13 Multiple-Skills Training Schedules; 5.14 Training Staff in Multiple Skills; 5.14.1 Preparation |
| Summary |
Organizations around the world are using Lean to redesign care and improve processes in a way that achieves and sustains meaningful results for patients, staff, physicians, and health systems. This book systematically describes how NHS Highland uses Lean principles and mindsets to improve safety, quality, access, and morale while reducing costs, and increasing capacity. Existing books often describe the gains obtained by using Lean methods, but often do not describe the underlying concepts and methods in details. Other books describe continuous improvement work, or specific techniques such as daily management in detail. This book seeks to occupy a middle space by providing an overview of the range of Lean ideas applicable to healthcare with sufficient examples and cases studies from NHS Highland and partner organizations so readers can see them in use and practice |
| Notes |
Dr. Cameron Stark Cameron leads improvement events, and coaches staff on improvement methods, in NHS Highland. He developed NHS Highland's training materials on Lean, and produced and leads an accredited University module on Lean for the University of the Highlands and Islands (UHI). Cameron developed on-line Lean teaching materials for use across NHS Scotland. A medical graduate of Glasgow University, Cameron has worked in medical and surgical posts, and trained in the West of Scotland in Psychiatry, and later also in Public Health. He has been an NHS Consultant since 1994. Cameron is the author or editor of five textbooks, and has published over 60 academic papers. Gavin Hookway, Head of Kaizen Promotion Office, NHS Highland Gavin originally undertook an Electronic Engineering apprenticeship with Marconi Space and Defence Systems, which he completed in 1984. He worked as a Computer Aided Design (CAD) draughtsman on the design of printed circuit boards for multiple applications, before moving into the field of Production Engineering. Within this field, he worked for various companies who produced high end, innovative, commercial products. In 1991, Gavin undertook a complete career change and embarked on Operating Department Practitioner training which he successfully completed in 1993. He became a Local Assessment Co-ordinator and Internal Verifier for ODP training within Portsmouth Hospitals Trust, gaining extensive experience and qualifications in teaching and training. Gavin has worked in Operating Theatres in the NHS, Independent and Private sectors, and held the role as National Head of Theatre Services for the BUPA Hospitals Group. His expertise in improving theatre utilisation has been recognised with a BUPA Group Annual Excellence Award (2007). In 2007, Gavin moved to NHS Highland as the Theatre Operational Manager, and in 2012 became Senior Quality Improvement Lead for NHS Highland. He is a Certified Lean Leader, externally accredited Certified Coach, and co-developed the content for NHS Highland's Intermediate and Advanced Lean training courses. Gavin has been trained to deliver 3P events and has recently developed the 3P materials for NHS Highland. His work has been recognised with the award of NHS Scotland Quality Champion of the Year in 2015. Gavin is the Head of Kaizen Promotion Office (KPO) for NHS Highland |
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Print version record |
| Subject |
NHS Highland.
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| SUBJECT |
NHS Highland fast |
| Subject |
Social work administration.
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Health services administration.
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POLITICAL SCIENCE -- Public Policy -- Social Services & Welfare.
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SOCIAL SCIENCE -- Human Services.
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MEDICAL -- Health Care Delivery.
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BUSINESS & ECONOMICS -- Production & Operations Management.
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MEDICAL -- Administration.
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Health services administration
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Social work administration
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| Form |
Electronic book
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| Author |
Hookway, Gavin, author
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| ISBN |
9780429400865 |
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0429400861 |
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9780429683978 |
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0429683979 |
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9780429683961 |
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0429683960 |
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9780429683954 |
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0429683952 |
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