| Description |
1 online resource (139 p.) |
| Contents |
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Acknowledgements -- About the Authors -- Copies of Materials Used in the Book -- Chapter 1 Structure of the Book -- Introduction -- Conclusion -- References -- Chapter 2 Lean in Health and Social Care Services -- Introduction -- Quality Improvement Methods -- Lean -- Background -- Lean as an Approach to Quality -- Principles -- Value and Waste -- Types of Waste -- Continuous Flow -- Levelling -- Multi-Process Operations and Multi-Skilled Workers -- Set-Up Reduction -- Building Quality into the System |
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Standard Work -- 5S -- Error-Proofing -- Plan-Do-Study-Act Cycles -- Management Systems -- Conclusions -- References -- Recommended Further Reading -- Chapter 3 Beginning an RPIW -- Introduction -- Before the Scoping Meeting -- Gathering This Information -- Arrangements for the Scoping Meeting -- Project Form -- Running the Scoping Meeting -- Action in the Scoping Meeting -- Meeting Goals -- Review the Project Form -- Preparing the People -- Training for the Wider Staff Group -- Sponsor and Process Owner Agreements -- Pulling It Together -- Conclusions -- Reference -- Chapter 4 Preparatory Work |
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Looking at the Process -- Walk Through -- Timings -- Lead Time -- Cycle Time -- Wait Times -- Takt Time -- Measuring Times -- Scaling Up Observations -- Considerations for an Observation Plan -- Variations in Pathways -- Differences in Context -- Unpredictable or Uncommon Events -- Undertaking Observations on Spread Out Processes -- Collecting Other Information on the Process -- Documenting the Process -- Process Work Sheet -- Work Combination Record -- Work Balance Chart -- Summarising Qualitative Views -- Using Pareto Diagrams -- Involving the Team -- Waste Wheel -- Ideas Forms |
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Creating a Current State Value Stream Map -- Sharing Information Back with the Team -- Note -- Recommended Further Reading -- Chapter 5 Process Mapping with a Team -- Preparing for Process Mapping -- Materials -- Setting Up for the Mapping Session -- Swim Lane Diagrams -- Process with a Team -- Mapping -- Summarise -- Moving through the Process -- Protecting Service Users -- Identifying Flow -- Prioritisation -- Acknowledging the Work -- Conclusions -- Chapter 6 Planning Meetings -- Introduction -- Planning Meeting One -- Value Stream Map -- Project Form -- Preparing the People |
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Share and Spread -- Planning Meeting Two -- Value Stream Map -- Project Form -- Pre-Event Work -- Preparing the People -- Target Metric Report -- Planning Meeting Three -- Preparing the People -- Target Progress Report -- Post-Event Activity -- Planning Meeting Four -- Review Standard Documentation -- Target Progress Report -- RPIW Plans -- Post-Event Activity -- Conclusions -- Chapter 7 RPIW, Day Minus One -- Final Check on Event -- Information on the Room -- Preparing the Room -- Room Arrangement -- Signposting the Room -- Items for the Walls -- Data Wall -- Equipment for the RPIW |
| Summary |
This book takes the reader through the process to plan, deliver, and follow-up a weeklong Lean Quality Improvement event, usually termed a Rapid Improvement Event' or Rapid Process Improvement Workshop (RPIW).' Drawing on the experience of conducting over 100 of these workshops, the book gives readers the information to plan and run their own event. It describes how RPIWs fit in to wider improvement processes and how the reader can maximize these processes in their own organization. These weeklong improvement events are popular in health and social care, but there are no textbooks available to support them. There are several books that describe the use of shorter Kaizen events in health care, but none that describe the process of delivering weeklong events. The events have a rhythm specific to the one-week format, and the book seeks to help people to make use of best practice and to avoid common problems. Based on the experiences of the authors, this book includes an introduction to Lean concepts linked to the relevant part of the process description; examples and templates of forms that can be used in workshops; and photographs of actual events |
| Notes |
Description based upon print version of record |
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Food and Drink |
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Gavin Hookway has over 30 years' experience working in healthcare within NHS Scotland, NHS England and Private/Independent Sectors. He has extensive knowledge of Operating Theatres, from both operational and managerial perspectives, and is driven to provide safe, high quality patientcare, in the most efficient and equitable manner. Gavin is a certified Continuous Improvement Leader and Coach accredited through the Tees, Esk and Wear Valley NHS Foundation Trust. In 2022, Gavin founded Hookway Quality Improvement Services, HQIS, an online company which aims to support people and organisations through their improvement journey. Gill McVicar originally trained as a nurse and midwife, working in several roles, latterly in the community in Highland. She left clinical practice to work as Quality Facilitator and then held many managerial posts within the NHS. She gained experience as Director of Operations and then, due to her passion for improving care and development of staff, moved back to focus on continuous quality improvement as Director of Quality and Transformation. After retiring from the NHS, Gill has worked as a Client Facilitation Consultant on developing a People Plan and supporting training and coaching in quality improvement and lean methodologies. As well as clinical and professional qualifications, Gill trained in Health Economics and as a certified Lean Leader and Coach with the Virginia Mason Institute. Cameron Stark MB ChB, MPH, MSc (Dist), MRCPsych, FFPH, is an Honorary Reader and Part-time Lecturer at the University of the Highlands and Islands (UHI) Outer Hebrides. Cameron leads the UHI postgraduate module on the application of Lean in healthcare. After graduating from the University of Glasgow, he trained in psychiatry and public health and worked as an NHS Public Health Doctor for over 30 years. Cameron was the quality improvement science lead for NHS Highland and trained as a Lean leader with Tees, Esk and Wear Valley NHS Foundation Trust. He has published over 60 papers in peer-reviewed journals, written 11 book chapters, and has written or edited 7 previous textbooks. Hugo van Woerden. Hugo is the Director of InsightPro Ltd, a small health consultancy. He is also a Visiting Professor in the University of the Highlands and Islands |
| Subject |
Medical care.
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Patient Care
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MEDICAL / Hospital Administration & Care
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MEDICAL / Administration
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BUSINESS & ECONOMICS / Leadership
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Medical care.
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| Form |
Electronic book
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| Author |
Hookway, Gavin.
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McVicar, Gill
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Woerden, Hugo van.
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| ISBN |
0429665253 |
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9780429020742 |
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0429020740 |
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9780429662539 |
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042966253X |
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9780429667978 |
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0429667973 |
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9780429665257 |
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