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Presentation Slides – August 1st 2011

Efficiency in Estates Management

Meeting the QIPP challenge: Lean methodology in Estates and Facilities Management

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Introduction

Our Vision

‘For South Devon Healthcare NHS Foundation Trust to be the best provider of healthcare services delivering excellence in all that we do’

Our Team today;

Simon PacePaul Boocock Jonathan Gilmore

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The content of our presentationMeeting the

Challenge

Finding the solution

Unlocking Potential

Realising Benefits

Sustaining Change

Sharing Skills & Knowledge

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Meeting the Challenge

• QIPP • South Devon Healthcare Foundation Trust• Estates and Facilities Directorate• Cost Improvement Plans

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• Eliminating low-value-added activity;• Lean methodologies applied on existing activities;• Exploiting technology;• Improving efficiency through matching resource

to processes;• Reviewing the timing and frequency of activities;• Reducing the need for physical transfer between

sites;• Standardisation and reducing the need for

variation;• Automation

Finding the Solution

Quality, Innovation, Productivity and Prevention; Qipp national Workstream:Back office efficiency and management optimisation; November 2010

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Unlocking Potential

• Define the Scope for Savings & Opportunities in all EFM Services• Forming Core Improvement Teams from the Service to deliver the Projects• Identifying realisable benefits• Project Teams meeting on a weekly basis• Unlocking the potential of staff in the service

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Unlocking Potential – What the Team did

• Mapping and current service delivery• Identification of waste and issues in the process• Collect, collate and analyse performance & cost data• Activity sampling, work observation and staff interviews• Identify and prioritise opportunities for savings &

service improvements• Design future model for service delivery• Work with Stakeholders and team relationships• Design and implement Performance Measures• Create an implementation plan with SMART objectives

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Realising Benefits – Summary of Improvement Activities

Redesigning the End to End

Process

Improving Patient

Experience

Creating Capacity

Increasing Revenue

Improving Working Culture

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Realising Benefits – Cashable Savings

4 Projects completed

3 Additional Projects underway

* An additional £300k revenue has been secured by the improved Patient Transport Service

Project Cashable SavingsE0100 Planned and Reactive Maintenance £365kE0101 Portering £115kE0102 Patient Transport* £70kE0103 Medical Electronics £40kTotal £590k

Project Target Savings

E0104 Linen Service £100k

E0105 Catering £160k

E0106 Domestics £350k

Total £610k

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Sustaining Change

• 24 Staff undertook the Lean Certificate• Each Service has Measures in place to track performance• Governance structure retained• Each Service has an implementation Plan• Reporting Structures and escalation procedure

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Sharing Skills & Knowledge

• Lean Project Coordinator established• Trust wide Lean training programme to commence in September• Project Leads and Mentors in place• New Projects in Linen, Catering and Domestics – forecast savings of £600k• Sharing across EFM; HSJ, IHEEM, HEFMA• Sharing across Trusts; Warwick University, Birch Foundation

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Summary

• The approach is achieving our goal• Our staff are empowered and motivated• Our Services have renewed patient focus• The Staff have increased capability• The savings of c.600k will be realised• The momentum will support Continuous Improvement• Defining Best Practice for NHS EFM Delivery Model• National recognition will assist dissemination • QIPP – turning the ‘what to do’ into the ‘how it is done’ toolkit

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Efficiencyy in Estates Management

Your Questions Please

Simon PacePaul Boocock Jonathan Gilmore

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Efficiency in Estates Management

Thank you