POLYCOM CONFIDENTIAL V700 Briefing Presentation January 2007.
CONFIDENTIAL Blood - Performance Review 29 January 2015.
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Transcript of CONFIDENTIAL Blood - Performance Review 29 January 2015.
CONFIDENTIAL
Blood - Performance Review
29 January 2015
2
Pillar 1Blood Donation and
the Donor Experience
3
Five blood donation challenges
SUFFICIENCY OF SUPPLY Cannot continue meeting demand by increasing frequency of
donation only and must move towards a segmented management of the donor base
MODERNISATION Must modernise our sessions and the way we interact with donors
to secure the donor base of the future
ORGANISATION / WORKFORCE Have an organisation structure fit for purpose and strengthen
our front line management and planning
CUSTOMER SERVICE Exceed donors’ customer service expectations by improving our session
experience and environment and addressing variation between teams
EFFICIENCY Change our collection model both in session and out of
session to enable a step change in our productivity and have more flexibility to react to demand changes
Further improve
the quality
and safety
of our
service to
patients and
donors
Further improve
the quality
and safety
of our
service to
patients and
donors
Progress / main milestones achieved in Challenges 1 and 2
Strategic initiatives
Slow down rate of decline of O neg donor base
Progress/ Main milestones
Targets for O neg set and tracked monthly; Donor Plus (on-call) in place (5% signed up); Appointed “product manager” for O neg
Segmented management of donors by blood group
Interval Study
O neg donor base declining slower than overall donor base but below plan; marketing plan in place; exploring double dose red cells
Recruitment target of 50,000 achieved; results expected early 2017
Donor Portal
Modern Paperless Donor Journey
New donors awards
Launched end of Nov’13; c550,000 donors registered (150k target in first 12 months)
Donor Portal 2 to enhance and strengthen the portal is ongoing (end by Q3 2015)
Project in Discovery Phase; supplier appointed
Launched in July 2014 with limited complaints from donors
Sufficiency
Modernize
Connected sessions 4G ipads now distributed to blood collection teams; smartphones by July/Aug.
4
Progress / main milestones achieved in Challenge 3
Majority of the new organizational structure now implemented as planned with no disruption to blood supply
Pending roll-out of MAPS North Region (“go live” Feb’15) and new clinical & nursing structure
Project forecast to exceed the expected costs savings (£5,412k in OBC vs. current forecast of £5,775k)
Non recurring costs forecast to be lower than plan (£9,924k in OBC vs. £8,905 forecast)
Cultural change: action plan and leadership commitments agreed and tracked at SMT every 2 months
Scorecards for Ops&Nursing now live and being used by teams
Scorecards for Marketing being developed
Performance management has been part of BDOD training
Improvement of planning tools and skills will be linked to the new Planning and Control Systems Tools (collections will follow the demand and the manufacturing modules)
Appointment of external person to National Planning Manager
BDOD –
“Smarter” planning
Effective performance mgment
5
Progress / main milestones achieved in Challenges 4 and 5
Strategic initiatives
Staff behaviours
Progress/ Main milestones
Delayed due to lack of capacity Panel Segmentation
Volunteers
c80% of teams now trained on the three phases of Customer Service Improvement; donor satisfaction above target
Contact details now gathered and stored Initial training sessions to volunteers
completed with positive feedback
Session Consolidation
Reducing non donor facing time
Collecting more in static centres
Stage 1: WEDC/Kings Norton/Leeds went live in April’14 and Oct’14; on track to deliver savings
Stage 2 Business Case expected Jan’15
“Leaner” set up/pack down process being rolled-out nationally, at the same time as the standardization of the planning assumptions
Static centres expected to collect c28k more units in 14/15 vs. 13/14 (+15% YOY)
Platelets strategy: on track to reduce to 60% CD by end of 2015/16
Customer Services
Productivity
6
7
Pillar 2Manufacturing Operations
8
Manufacturing operations: 4 challenges
SUFFICIENCY OF SUPPLY Increase OTIF to 99%, including specialist components Improve ability to meet complex patient requirements Maximise the use of every donation
MODERNISATION Increase levels of automation to
• Reduce errors• Reduce waste• Increase efficiency of the supply change
ORGANISATION/WORKFORCE Embed a culture of quality and safety (zero major) Develop a customer focused, flexible, innovative and
multi-skilled workforce
EFFICIENCY Further increase processing and testing productivity
above 12,000 units/FTE/year and 28,000 units/FTE/year respectively
Optimize asset utilisation
Further improve
the quality
and safety
of our
service to
patients and
donors
Further improve
the quality
and safety
of our
service to
patients and
donors
Progress / main milestones expected
Strategic initiatives
Introduce Planning and Control Systems
Progress/ Main milestones
It will be part of the business case for consolidating the number of processing sites
Introduce standard scheduling and manufacturing techniques
On track to go live with the demand module and VMI functionality in January 2015
Automation
Consolidation of processing sites
Options for automatic labelling being assessed and piloted in 2015/16
On-going as part of BAU
Target date for business case May/ July 2015
Sufficiency
Modernisation of donors records Collective consultation completed Recruitment in Manchester & Filton started
9
Lean
Being completed as part of the business case to consolidate the number of processing sites
Standardize grading of staff in manufacturing
Modernize
Workforce
Efficiency
Expected in 2015/16 Number of majors YTD 0
Personal development plans: quality and safety
Performance on strategic targets (1/2)
Blood Donation Strategic Targets 13/14 actual14/15 YTD Plan
– Month 1014/15 YTD
Actual Month 10
zero days where stock is below 3 days for any blood group
0 0 0
N. of occasions where opening stock of platelets (for any blood group) is below average daily demand
0 0 44*
Number of donors donating over the last 12 months 941,458 910,798 901,244
Frequency of donation (overall) 1.90 1.90 1.90
O neg donors donating over the last 12 months 107,854 107,084 105,619
Frequency of donation of O neg donors 1.98 1.93 1.97
Donor recruitment 183,676 138,406 131,711
% of donors scoring >= 9/10 in overall satisfaction 67.6% 69.0% 71.0%
Complainants per million donations 6,007 5,200 5,661
10* Change to metric vs. last year; now tracked by blood group* Change to metric vs. last year; now tracked by blood group
Performance on strategic targets (2/2)
Blood Donation Strategic Targets 13/14 actual14/15 YTD Plan
– Month 10
14/15 YTD Actual Month
10
Zero critical and major non compliance at external inspection
6 0 0
Number of faints per 10,000 donors bled 164 160 163
Number of rebleeds per 10,000 donors bled 39 30 33
OTIF 93.4% 96% 94.9%
Blood Collection Productivity (units/FTE/year) 1,291 1,352 1,328
Manufacturing productivity 9,423 9,498 9,806
Testing productivity 20,827 22,224 22,935
% of collections in donor centres 10.5% 12.0% 12.9%
% of 9 bed sessions n.a. 47% 54.2%
11
Blood Donation financial performance
12
Total pay and non pay (£m)
-0.7% -3.5% -3.4% -5.5%YOY, %
Total WTE, excluding overtime and agency (number, end of year)
-3.5% -4.2% -12.5% -10.0%YOY, %
Over last 3 years, blood donation is on track to deliver:• A reduction of
total spend of £9.3m (-7.4%)
• A reduction of staff by c390 WTE (-19%)
Manufacturing and testing financial performance
13
Total pay and non pay (£m)
-0.9% -9.5% -1.9% -4.5%YOY, %
Total WTE, excluding overtime and agency (number)
0.5% -5.8% +1.3% -3.7%YOY, %
Over last 3 years, manufacturing and testing is on track to deliver: • A reduction of
total spend of £11.6m (-14%)
• A reduction of staff by c35 WTE (-4%)
Pillar 3Customer Service and the Hospital Interface
Hospital satisfaction
Hospital feedback is positive but some areas need improvement
What do hospitals want to improve?
68% top-box satisfaction score ability to provide a safe, sufficient and
cost-effective blood supply is well recognised
strong clinical and technical support services
educational support / PBM electronic interfaces: OBOS, SPiCE regional variation in satisfaction, large
hospitals less satisfied due to more complex needs
Blood supply Availability of specialist components
Manufacturing changes (planning and control improvements, standardised systems, site consolidation, 24/7 working, LEAN): 2015-17
Transport Tailored service for large hospitals
TMS 2014, VMI roll-out 2015/16, logistics review 2015
RCI improved turnaround times
SPICE - 90% of test results online: 2014 sample logistics pilot: Q2.15
extended working day pilots completed 2014, roll-out 2015
Digital interfaces Improved website: Q3.14 Integrated systems for ordering and invoicing
OBOS expansion: Q3.15 Orders to Cash: Q4.16
Targeted customer service intervention
What do hospitals think of NHSBT?
In summary
17
Overall, Blood Supply is on track to deliver the strategic initiatives approved as part of Blood Donation Strategy, and planning has commenced to deliver Blood Supply 2020 strategy
Over the last 3 years, blood supply is on track to reduce total spend by £20.9m (-11.6%) and staffing by 425 WTEs (-14.6%) which has enabled NHSBT to maintain the price of red blood cells to hospitals; this has been achieved in a context of demand for red blood cells declining by c10% and cost pressures
Increased focus and actions are being taken to continue slowing down the decline of the donor base, specially O neg, reduce donors complaints and increase OTIF performance