27th July 2006
Live and direct - how five got ahead
By Alexis Nolan
In May and June five events created by HSJ and sponsored by the NHS Institute for Innovation and Improvement, the NHS Integrated Service Improvement Programme and NHS Connecting for Health did something rather unusual: they provided the opportunity for managers to visit trusts and talk to managers and clinicians at the forefront of the innovation and creativity that often earns the NHS such a good local-level reputation.
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More information
Mayday Healthcare trust – length of stay
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www.goodmanagement-hsj.co.uk/lengthofstay
Good Hope Hospital trust – outpatients’ waiting; cancer services; infection control
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Derby Hospitals Foundation trust – theatre management
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Luton and Dunstable Hospital trust – 18-week target
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Bolton Hospitals trust – lean thinking
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NHS Institute for Innovation and Improvement
NHS Integrated Service Improvement Programme
NHS Connecting for Health
Best Practice Guidance on the Role of the Director of Adult Social Services
Department of Health, March 2005
Independence, well-being and choice: our vision for the future of social care for adults in England
Department of Health, August 2005
16th March 2006
Lean Healthcare – Wait watchers
Involving staff in finding new ways around old problems is a key part of lean thinking, in which waste and inefficiency are cut. Industry has been using it for some time, and now the NHS is following suit. Steve Mathieson reports.
‘Number one, we’re not Japanese. Number two, we aren’t making cars,’ said a surgeon at Bolton Hospitals trust, in response to chief executive David Fillingham’s adoption of ‘lean’, an efficiency technique pioneered by Japanese vehicle maker Toyota.
‘Full marks for observation,’ Mr Fillingham says, when relating the story at the launch forum of the Lean Healthcare Network, which aims to spread the concept across the health service. He passes on another cynical comment from a member of staff: ‘This will go away in a month or two, when the chief executive reads another book.’
Read the full article (starts on p.5)
16th March 2006
Cultural change – A turn for the better
For most in the NHS, ‘turnaround’ conjures images of the DoH trouble-shooting teams sent in to help struggling organisations recover deficits. But there’s more than one way to turn a trust around. Nick Edwards and Alexis Nolan talk to three that seized the initiative.
Some have turnaround thrust upon them, others choose it freely. For some the genesis for radical change lies in financial problems, for others it is about rallying disparate groups around a single strategy, and occasionally it is about lifting people out of despair.
But all sustainable change has at its heart a cultural transformation, based on a shared embrace of common behaviours and goals. Organisational development will be a major theme in the next two years if restructuring is not to prove a damaging diversion.
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