Value Stream Mapping. Introductions & Objectives Value Stream Mapping.
Value Stream Mapping
description
Transcript of Value Stream Mapping
Value Stream Mapping
Aims for session
• Introduce the concept of Value Stream Mapping
• Consider identification of value and waste
Patient Flow Process1. Understand the total process of care delivery
– patient pathway
Diagnostic tests
COMPASS WAITING LIST DIARY - CASE NOTES PULLED 3 WEEKS IN ADVANCE
THEATRE LIST PRINTED L4 HOURS BEFORE - ALLOCATE BEDS
THEATRE LIST SAME DAY FROM JANET. TRY 24 HOURS BEFORE
REPORTS ADMISSION AT FRONT RECEPTION.DETAILS CHECKED
PATIENT ARRIVES RECEPTION DAY SURGERY
TAKE PATIENT TO WARD AND TO BED AREA WITH NOTES. ADVICE TO UNDRESS/GOWN ON. TELL NURSING STAFF.
RECEPTIONIST FINDS OUT IF THEY TO GO TO RADIOLOGY AND WHAT TIME 1 WEEK IN ADVANCE
ADMIT PATIENT VIA CARE PLAN. 5-10 MIN.LOOK AT MOD
CHECK IF TO GO FOR ULTRASOUND - IF TO GO WALK THEM ROUND TO X-RAY WAITING ROOM.
1ST KUB - KID URETER BLADDER X-RAY. PATIENT FULL BLADDER.2ND ULTRASOUND 20-30 MINS IN RADIOLOGY.
PATIENT X-RAY AND ULTRASOUND REPORT BACK - BACK TO BED.
DOCTOR SPEAKS TO PATIENTS - CONSENT SIGNED
THEATRE STAFF ATTEND DAY SURGERY - DATA SHEET GIVEN TO DAY SURGERY STAFF.
THEATRE STAFF TAKE PATIENT STRAIGHT INTO MINOR OP THEATRE.
TEST 10-15 MIN ALLOCATION
DR CANNING 3 1/2 HOUR SESSION
VERBAL REPORT TO PATIENT AND INFORMATION.
TAKEN BACK TO DAY SURGERY
MAKE SURE PATIENT OK - ? DRINK OR EAT. DISCHARGE INSTRUCTIONS
IF DOCTOR NEEDS TO SEE- APPOINTMENT MADE STRAIGHT AWAY - GIVEN TO PATIENT
FOLLOW/REVIEW AT OUTPATIENTS VOL APPOINTMENT NEXT DAY. INDICATED ON CARE PATHWAY
IF RAH DR WILL INDICATE ON TAPE - SECRETARY WILL ARRANGE.
PATIENT ATTENDS RADIOLOGY DEPARTMENT FOR ULTRASOUND
AFTER SCAN PATIENT REPORTS TO RECEPTION DESK IN OUTPATIENTS DEPARTMENT
NURSE ESCORTS PATIENT TO CHANGING ROOM WITHIN THE EXAMINATION
ROOM.PATIENT CHANGES INTO GOWN AND JOINS DOCTOR IN THE EXAM ROOM
DOCTOR EXPLAINS EXAMINATION AND CONSENTS PATIENT.
PROCEDURE CARRIED OUT.
RESULT GIVEN IF APPROPRIATE AND FOLLOW UP INFORMATION GIVEN
PATIENT CHANGES BACK INTO CLOTHES AND LEAVES THE DEPARTMENT.
REPORT TYPED BY UROLOGY SECRETARY AT RAH
What is Value?
Hairdresser activity
The activity is done right first time
The activity transforms the patient and moves them towards the next defined outcome
The activity is something that the patient cares about
What is value?
Who are your patients?What is the ‘value’ your patient wants?
How is the value added?When you describe value use the
customers' words
Define Value in Your Service
Stage 2:
Waste
Waiting – delays for things to happenMistakes – things going wrong
Uncoordinated activity – things out of sequenceStock – too much or too little
Transportation – moving info / thingsMotion – unnecessary human movement
Inappropriate processing – unnecessary work
Opportunities to Remove Waste:
Watch the video, identify and discuss the different sorts of waste shown
Activity:
Value Stream Mapping the patient journeyDefine start and end points
Supporting Organisational Structure:• Sponsor• Team Lead and Clinical Lead, Team Members
Who to Involve
Small team 8-12 people, mixed disciplinesRepresent people at all the steps you will
look at‘Fresh eyes’
Patients/ carersNominate a team and clinical lead
Agree beforehand improvements in - Journey time for patients - Time spent on non value adding work - Throughput (productivity) - Morale / staff satisfaction
What to Measure
Observe and Gather DataWalk the patient journey - see the actual
work placeFollow and make notes about each
component What happens to the patient
What staff are doingWhat the information / communication
flow isTake photos of wastes
Measure the distance patients / staff have to travel
Track both the patient and information flows
Take the cameras on the walkabout, you’ll never convey this verbally!
What do patients actually experience and say about the process?
Ask staff at each step for their views on ‘show stoppers’, frustrations and positives
Take photos
Have plentyof space
Don’t skipprocess steps
Walk theArea
Define the Boundaries of the VSA
Don’t assume
Don’t relyon hearsay
Collect realtime data
Build up the Value Stream Map
Add value
Remove waste
Understanding your Current State Map:
Quantifying Value Added Activity and Time:
Value Adding
Non Value Adding
Highlight opportunities to reduce waste on the map
WaitingMistakes
Uncoordinated activityStock
TransportationMotion
Inappropriate processing
Ideal State
What process would the team design to align the value adding steps in the right sequence, complete the process as fast as possible, right first time, and reduce or eliminate waste?What would the patient, staff and information steps look like?