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Join Tony Martin, Practice Business Manager at Hebden Bridge Group Practice, in exploring the importance of change, understanding processes, and delivering improvements in healthcare services. Learn how to analyze, plan, and execute operational changes effectively with a focus on enhancing patient care. Discover practical insights and strategies for successful practice management in a dynamic healthcare environment.
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Hebden Bridge Group Practice Change is great- you go first! Tony Martin Practice Business Manager July 2008
Hebden Bridge Group Practice Change or Improvement • Why? • How? • What? • What’s my role in it? • Why can’t it just go away? • Why can’t you just go away?
Hebden Bridge Group Practice Hebden Bridge Group Practice • 19k patients • 9 partners • 3 sites • 44 staff (33wte) • 10% of Calderdale
Hebden Bridge Group Practice Finance QOF / DES / LES Human Resources Practice Based Commissioning Service Provision Risk “Growing the business” Competition Culture
Hebden Bridge Group Practice Does that sound familiar? • What’s important to the person next to you? • What’s in it for them? • Are they comfortable? • How much do you need them? • How much do they need you?
Hebden Bridge Group Practice So what’s important? Improving health
Hebden Bridge Group Practice So how is what’s important delivered? People Process
Hebden Bridge Group Practice Access Quality Business Plan Finance
Hebden Bridge Group Practice We must…… A. Understand the present B. Understand the desired future Get from A to B
Hebden Bridge Group Practice “Every system is perfectly designed to deliver the results it gets”Don Berwick Institute of Healthcare ImprovementBoston
Hebden Bridge Group Practice The KISS Principle…… Keep It Simple Stupid!
Hebden Bridge Group Practice It’s all the same….. • Service Improvement • Quality Management • Lean • Kaizen (but not Kaiaku) • Common Sense
Hebden Bridge Group Practice The People • The NHS is unique • Stakeholders (sorry) • Encouragement and support • Patients, patients, patients
Hebden Bridge Group Practice Process is King (or Queen) “..we achieve excellent results with mediocre people using brilliant processes” Fujio Cho- Chief Executive,Toyota
Hebden Bridge Group Practice Understanding Processes • What’s the real problem • Bottlenecks, constraints and hand-offs • Complexity • Opportunities • The theory is…
Hebden Bridge Group Practice Process Mapping • What’s really going on- no individual knows • Stakeholders- team building! • Understand the problem before you design the solution
Hebden Bridge Group Practice A process map for a blood test GP requests a blood test Patient takes form reception Patient makes appt Patient attends appt Patient waits in queue Patient informed of results Patient rings for result Result back to GP Blood goes to hospital Patient has blood taken
Hebden Bridge Group Practice Act • Decide what changes are to be made • Next cycle Plan • Set objectives • Pose questions & make predictions • Plan to carry out the cycle (who, what, where when) Study • Complete the analysis of data • Compare data to predictions • Summarise what was learned Do • Carry out the plan • Document problems and unexpected observations • Begin analysis of the data
Hebden Bridge Group Practice The effect is… • You understand what the problem is – not what you think it is • The solution is shared and owned • It’s more likely to work • Future problems become “smaller” • Improvement becomes “routine”
Hebden Bridge Group Practice It works……. • Theatres • Outpatients • Pathology • Referral letters • Diabetes • Nursing appointments • Practice Training
Hebden Bridge Group Practice LEARNING LESSONS WITH WINNIE THE POOH: A.A. Milne “Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it”.
