Archipelago Healthcare – Better Healthcare in Mind
The service is being developed to provide a timely sub-acute nursing response in situations where, without that support, a hospital admission would inevitably result.
Archipelago are delighted to have been selected from a field of 10 other suppliers to support the Commercial Division of South Central Ambulance Service as they further develop the competitiveness of their Commercial Service Division.
Archipelago develop approaches and training modules which seem to be needed frequently by clients
Archipelago is delighted to be working with clinicians and managers at Community Healthcare Oxfordshire as they develop their community services.
Archipelago were commissioned by the Manager of Patient Transport Services with support from the Director of Transformation, principally to address the pressure being placed upon the control room (call volumes and abandonment rate). Archipelago worked closely with staff, forming a mult-idiciplinary working group. Actions taken were numerous and selected on the basis of the ease with which they could be completed and their impact on the operation. Results were conclusive, for example, average calls offered decreased by 49% over the period of the intervention 560 to 284 calls per day. Abandonment rate reduced from 35% to 10.25%.
A common reaction to systems improvement methodologies (like Lean applied in healthcare) is to perceive them as somehow careless about Patient care and concerned only with systems and processes. It is an understandable reaction until one realises that Lean managers are actually trying to shape organisational behaviour to make the organisation more responsive to patients needs, not less so..
Archipelago just completed diagnostic work for South Staffordshire Mental Health NHS Foundation Trust. We looked at the operation of their Crisis Resolution and Home Treatment services Observations, data collection and analysis took place over five days, culminating in feedback presentations. The Trust are taking findings to implementation alongside their ‘creating capable teams’ initiative.
The OBMH Quality & Productivity site has been launched, designed to promote the sharing of ideas and information throughout OBMH and to enable the sharing of best practices.
Some Archipelago Healthcare Ltd’s extensive work with the Trust is ’show cased’ in articles written by the staff with whom we have worked:
Community Acute Service Improvements Community Acute [...]
The OBMH Quality & Productivity site has been launched, designed to promote the sharing of ideas and information throughout OBMH and to enable the sharing of best practices.
Some of Archipelago Healthcare Ltd’s extensive work with the Trust is ’showcased’ in articles written by the staff with whom we have worked:
Community Acute [...]
It is often said by cynics that Lean applied in healthcare will be consigned to the scrap heap along with other approaches to reform before it.
This is almost certainly true unless we as believers in the power of Lean promote the difference between transactional change and transformational change.
Transformational change is what the NHS desperately needs (and the rhetoric is replete with the word ‘transformation’) yet many organisations (public sector, commercial and academic alike) misguidedly pursue what they believe to be transformational change, but is in fact transactional change.
Transactional change in my view, even if it is combined with tools lifted from the Lean toolbox, will ultimately fail to deliver.
