Topic | Activity |
---|---|
Understanding of processes/Value stream mapping | Detailed analysis of current processes and identification of topics that generated reduced utilization of resources, waste and delays for personnel and patients. Cross-professional teams. |
Application of A3 as a problem-solving tool to prioritize actions and evaluate root causes. | Analyses of suggestions for how to organize and design alternative work flows to improve resource utilization and reduce waste |
Identify current condition and root causes of problems | |
Define future targets | |
Follow up, countermeasures and experimentation | |
Introduction of team work during interventions involving front line personnel | Team approach to problem solving to safeguard a shared understanding of problems and their solutions, and to build a culture of continual improvement and learning. Multidisciplinary process improvement teams included staff and management representatives involved in the treatment. |
Select small changes to ensure early results | Identity most promising initiatives to ensure improvements as soon as possible and select uncomplicated solutions. |
Establish regular meetings between the personnel groups involved | Implement huddle meetings and methods that help relay information to problem solvers and create stable structures for continual improvement. Ad hoc ‘lean teams’ to address specific problems when relevant |
Involvement of management | Most important, but most challenging, and which did not succeed in all clinics: Engage management in continual problem solving and avoid senior management choosing quick-fixes instead of analyzing and addressing root causes. |