LEAN
P New approach to execution delivers
savings and improves efficiencies
ressure to find ways to deliver spending cuts is forcing some NHS
organisations to implement short-term tactical solutions for immediate gains; an action that will not only affect front-line services but one that is almost certainly not conducive to effective longer- term performance. But this compromise does not have to be seen as inevitable.
Leading organisations have dramatically increased the likelihood of achieving their goals by integrating management tools and practices such as balanced scorecards, Lean Six Sigma and Hoshin Planning into a ‘closed-loop’ business execution system, one that when used within the NHS could systematically convert the much-publicised saving targets into tens of thousands of substantial improvement actions at both department and individual work team level.
Private sector learnings highlight that simply training employees in business management strategies and setting targets rarely leads to improved performance. Instead, a highly coordinated approach is needed in order to engage management at all levels in the organisation to translate goals into tangible actions.
In large organisations there is often a substantial misalignment between overall organisational activity and the strategic objectives set at executive level. Trying to get visibility of the causes of this misalignment – and more importantly being able to take action to turn around a failing project – is invariably difficult.
18 nhe
and performance, be able to make stronger links between projects and outcomes, and have a general higher level of accountability across the organisation.
“Knowing whether a performance improvement project is on track is essential – especially in today’s financial climate – and I believe that i- nexus will give us much better insight, which in turn will help Welsh Health Supplies to operate more effectively and deliver the targeted savings.”
The beauty of the i-nexus business execution suite, including solutions for goal deployment, operational excellence and financial benefits tracking and forecasting, is that it gives all authorised personnel within an organisation access to the same real-time data on which to make a decision. Using i-nexus, an executive or manager can plan, review and drive actions; whether drilling deeper into an underperforming project or setting up the generation of a weekly progress report.
Having an insight into whether you are going to deliver on performance improvement actions is essential for UK public sector organisations – now more than ever before. If the actions to reduce spending are not effectively completed in a timely manner, then budget pressures will force tactical decisions to make cuts, simply because they deliver a near-term saving.
Sharon Webber from Welsh Health Supplies, service
providers to the National Health Service in Wales, talks about the challenges she is facing within her role and what benefits she is looking to realise from i-nexus: “As a public sector organisation we are under increasing pressure to show value for money. We are particularly focused on getting the best out of our management information and using this together with our knowledge and expertise to maximise savings and implement process improvements.
“We were using balanced scorecards to manage and track performance, but these were based on Excel spreadsheets and it was clear that a more sophisticated approach was required. Through the introduction of i-nexus to our reporting system, we hope to benefit from much better visibility of metrics
FOR MORE INFORMATION
Paul Docherty T: 0845 607 0061 E:
info@i-nexus.com W:
www.i-nexus.com/publicsector
Sep/Oct 10
A secure version of the highly scalable i-nexus business execution platform has already been created ready for use by the UK public sector to cascade, manage and track the actions being taken to realise the targeted savings along with a dedicated website at www.
i-nexus.com/publicsector where a webinar can be downloaded from 12th October.
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