Programme

Realising the full Potential of Lean in Healthcare

• Seeing the end-to-end patient journeys through the hospital
• Understanding the demand, capacity and flow
• Assessing the potential impact on hospital performance
• Developing a management system to connect and sustain progress

Driving transformation in the North East with the Virginia Mason Production System (VMPS)

• Learning lessons from the Toyota Production System (TPS)
• Knowledge transfer and our partnership with Virginia MasonMedical Centre
• Engaging staff and driving improvements in productivity andpatient experience
• Is VMPS evidence based practice?
• Conclusions so far on what makes TPS work and why itoften doesn’t

Question and answer session

Morning refreshments

Managing the end-to-end Patient Journey

• What is involved in appointing a Value Stream Manager – their role and responsibilities?
• Establishing stability through visual management andresponding to variances
• Developing a plan of action across the patient journey andsynchronizing support activities
• What kind of support is required from top managementand clinical leaders?

Question and answer session

Panel Discussion – Is the NHS Lean?

As the concept of lean has been around the NHS for years, to what extent has the NHS implemented lean? How far have the NHS got with lean or are we just scratching the surface? Where are the real areas for improvement and who should champion future improvements?

Preparing your organisation to embark on the lean journey: Getting it off the ground

• Embracing the new mindset of lean thinking and securingsenior management buy-in
• Establishing a vision and strategy for what lean will deliver:Asking where you are now, and deciding where you want to be
• Developing an individual Trust approach to lean
• Using a Rapid Improvement Day to launch lean inyour organisation
• Developing a team to lead the lean programme:Exploring the training and resource requirements
• Prioritising services to apply lean to first: Deciding whereto start in the organisation
• Changing the mindset of the organisation: What kind ofquestions should the organisation start to ask?

Applying Six Sigma and lean thinking simultaneously: Understanding process variation to eliminate waste in the system

• Assessing the consequence of variation in processes
• Examining how far variation can be removed in the NHS
• Tackling variances alongside the application of lean tools
• Understanding how the two approaches compliment oneanother to achieve powerful results
• Exploring steps taken and techniques used to generatemaximum results

Question and answer session

Afternoon refreshments

Engaging clinicians and managers to deliver high quality, value-for-money healthcare

• Ensuring clinicians and managers understand their role onthe journey to lean healthcare
• Implementing strategies to reduce waste, and improveservices as well as the financial bottom line
• Developing a shift in organisational culture to embed leanthinking across the organisation

Taking an organisation-wide approach to lean thinking: Achieving continuous improvement to deliver long-term benefits for patients

• Taking a holistic approach, working across the wholeorganisation and not working in silos
• Using lean on an organisation-wide basis to maximise outcomes
• Driving a culture shift which embeds lean thinking into theroots of the organisation: How can this be truly achieved?
• Empowering staff at all levels of the organisation to think lean
• Engaging clinicians in lean for the long-term for sustainableimprovement
• Evolving towards the model of a learning organisation: Putting continuous learning at heart of the organisation

Question and answer session

Close of conference