March 20th, 2010
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%.
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March 19th, 2010
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..
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February 20th, 2010
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.
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February 8th, 2010
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 [...]
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January 8th, 2010
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 [...]
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December 20th, 2009
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.
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November 21st, 2009
Archipelago recently completed a comprehensive review of medical structures for a major mental health foundation trust. The review took several weeks to complete during which Archipelago worked alongside clinical directors to gather testimony and data from patients and their psychiatrists. Archipelago remains involved, facilitatiing working groups made up of consultant psychiatrists. Significant changes have been agreed that [...]
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November 20th, 2009
Archipelago led work streams which allowed mental health services in Buckinghamshire to improve the usage of Ambulance Trust contracted journeys (already block purchased to convey service users to and from wards and day services) and significantly reduced the number of journeys that were abandoned or wasted (approximately £60,000 of savings were made compared with previous year). Oxford and [...]
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October 28th, 2009
Bringing together the clinicians also brought together differing systems of recording activity and waiting lists. Timely recording of contacts in line with PCIS guidance has allowed more accurate reporting for each individual staff member, each locality and for the service as a whole in terms of productivity and quality.
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September 17th, 2009
I would make the following observations about measures and stimulating high quality, low cost operations:
Flow
Measures that describe flow through the system such as length of stay (provided they are clearly defined and interpreted) are most likely to encourage frontline staff to eliminate costly sources of failure and waste which themselves detract from high quality care.
Flow [...]
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