HEALTHCARE Continous Improvement Culture

One of our client a healthcare facility had a vision to create a “Continuous Improvement” culture across the organization. Their aim was to embark on a along term journey and demonstrate to all employee that it is not a one off project, but it is here to stay.

Transformation Journey

CI Awareness for Senior Management

SLT and SE Teams to go through half day workshops, the objectives of these workshops are for the attendee to:

  • Understand Lean principles and some of the basic tools.
  • Gain experience of Lean using practical exercises.
  • Gain insight into how Lean thinking can be applied to their own processes.
  • Understand the approach to CI Deployment across the organisations targeting staff running or contributing to Visual Management & Control Rooms.
CI Advocates Classroom Training - 2 Days

10 CI advocates been selected to attend the 2 days class room CI training, which consists  of

The activities and tasks expected of a CI Advocate are based on three key areas:

  • Supporting and championing the Visual Management system operating within their business area.
  • Supporting the teams Problem Solving & Continuous Improvement activities.
  • Engaging Team Leaders & Managers in the resolution of problems and the implementation of Improvements.
Post Training Coaching

Utilise external coach on 2 days per week basis (Thursday and Friday) for 16 weeks, to support chosen advocates to apply the tools and demonstrate the benefits across various departments.

  • Thursday planned for 1-2-1 Coaching session.

Each Advocate to use their preferred CI tools to remove wastes within his/her area of control.

  • Friday planned for group coaching session.

Using Systematic Problem Solving (SPS) to address an on-going business concern.

Program Tracking & Monitoring

The use of SIPOC, Visual Management and Master Scheduling tool for tracking  monitoring programme progress on a weekly basis.

Results & Benefits

£ 0
Productivity Savings P.A..
Wastes Reduced
Other Gains
  • Project mgt / timelines / Visual displays 45 hours P.A.
  • Defined KPIs for Programme using SIPOC.
  • Ownership for BT phone bill.
  • Change Control mtgs 320 hours pa.
  • Automation of reporting processes 24 hours pa.
  • Visual Management in Business Change.
  • Wallboard change and 4% improvement in abandonment rate.
  • Refusal of service – potential lost revenue opportunity.
  • 288 hours saved through OAE tool in HR / OD.
  • Strategic alignment of OD plan: 6 hours saving.
  • Using data to dispel myths.
  • Creation of a live car park – with data!
  • Enhanced visibility of some live tasks & projects.
  • Ability to challenge and stop Non-Value added activities.
  • Live management & sharing of change.
  • Increased governance and controls.
  • Cash incentive programmes – running file weekly instead

         of daily to reduce 96 hrs of processing time saved.

  • Screen enhancements resulting in 2 sec improvement in

        speed and 1.8 hrs  / week bac to Telesales.

Group Initiatives Problem Statement

It was identified at leading our future that a significant amount of effort is involved in the IT Ticketing process; over the last 12 months 62.8% related to incidents.

In the last 3 months (May ~ July 19) departments across the business raised 954 IT tickets, which sit with “Dev. Ops”. Each required at least a 2nd contact with the member (non first call resolution). Employee spent between 3-12 minutes Per ticket raising and triaging.


Live Visualisation – Developed lived IT Ticket Tracker against 21 days SLA.

Standard Template – The team created standard method for raising tickets with Prioritisation system.

Rewards & Recogniton

As a recognition, each advocate were presented with Yellow Belt equivalent certificates.

Next Steps

Close the 2 chosen improvements within the IT Tickets initiatives.

Track & Monitor impact on Problem Statement KPI’s (Lead-time).

Continue with Car Park initiatives associated with the IT Ticket initiatives.

Present findings to Senior Management and agree on Phase 2

Risks & Opportunities


  • Data extractions lead-time.
  • Linking advocates weekly activities to business objectives to address their availability to continue using CI tools.
  • It being an opportunity we have learnt – to ensure we plan executive time realistically considering challenges of small business currently i.e considering inter dependencies and single points of failure.


  • Driven by data, manage by facts; Urgent need for Visual Management Centres & Control room.

Got Questions?