News from 2007

22nd May, 2013
Robert Morris, an Amazon Top 100 reviewer has given our book "The Lean Practitioner's...
19th April, 2013
"The Lean Practitioner's Handbook" is a book for people interested in Lean at every...
7th June, 2012
We are delighted to announce an additional workshop that we will be running on the 24th July. The...
13th December, 2007

Why is it that some organisations take leaps and bounds forward and others get stuck in a rut making only small gains (or none at all)?

Is it because of the structure of their improvement activities and the way that they recognise the success of individuals? Well, the quite simple answer is 'yes'.

In terms of structuring improvements, why not see how many of the ten points below you have for your improvement programme:

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10th December, 2007

Our new eBook is available from today (10th December) until the 24th December to download.

To receive your copy you need to visit our main website (www.amnis-uk.com) and sign up to our newsletter network. You will immediately receive notification of how you can download our first eBook 'Lean for Practitioners' and you will shortly receive notification of how to download our new eBook 'Sustaining Lean Healthcare Programmes'.

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22nd November, 2007

Amnis, with our partners DNV, has been pioneering a new approach to Lean in healthcare for some time.  Our messages are simple; lean is just one of a number of improvement tools you can choose to transform your organisation and if you are going to invest the time, resources and energy into making the change in the first place, it makes sense to do that in a way that is sustainable, safe and responsible.  The video below outlines the key components of this approach.  Take a few minutes to review it, download the eBooks and contact us at any time if you feel that your organisation could

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13th November, 2007

As with my post of yesterday, I was chatting today with a friend who is leading an Acute Trust's drive to achieve Foundation Status and she made a statement which I thought would make an interesting post about Lean Healthcare.

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12th November, 2007

I was chatting with the SEO (Search Engine Optimisation) Guru John Galvin today and he told me an anecdote which I am going to shamelessly steal and use to emphasise the difference in the way Lean Healthcare Programmes are deployed inside organisations.

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11th November, 2007

Next week is another interesting week in the world of Lean Healthcare. Mental Health Trusts have started to realise that Lean also has applications in their arena and we are meeting with a further two trusts during the week (although I personally won't be going as I am working for most of the week in an Acute Trust).

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10th November, 2007

As my last post outlined, I have had a very interesting Lean Healthcare Week and wanted to share the main lessons with you!

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4th November, 2007

Rather than provide some new insight, I thought I would summarise my plans for next week:

Monday: A Scoping Session for a Lean Healthcare Programme in the Acute Sector (focused on Outpatients) and this will be followed by a meeting with the CEO (the Scoping Session is part of a major programme of activity we are undertaking).

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3rd November, 2007

Service improvement teams are an absolute and essential asset to any Healthcare organisations. With so many organisations looking for excellent people who have the right skills, the right attitude and the right approach it is not surprising that quite a few are struggling to recruit the few people who completely fit the bill.

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2nd November, 2007

Whilst it is essential in most healthcare organisations to reduce their operating costs and ensure they provide a value for money service but it is difficult to engage front-line staff is that is the only focus of your improvement efforts.

Indeed, the best thing to do is to focus your improvement activities on improving patient safety, patient experience and clinical outcomes as improvements in these areas will generate improvements in organisational effectiveness and costs whilst also being more motivational for your front-line staff.

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1st November, 2007

I was working with an Acute Trust earlier this week and we were discussing other improvement programmes that have occurred in the past in their organisation and the negative impact that these improvement activities have had on Patient Safety.

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30th October, 2007

We have had a very exciting day today reviewing the final drafts of our Sustaining Lean Healthcare Programmes eGuide which is due out in the next two or three weeks today, whilst also finalising a new six minute video on why Lean Healthcare Programmes go wrong!

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29th October, 2007

I met with a friend who works at an SHA today and she has recently been on a training course to develop her 'Lean Skills' (sadly not one of ours but there you go!) and during the five day course (which was manufacturing focused) it seems that they covered a whole range of pointless tools that you would only rarely use in a manufacturing context and which have very little application in a healthcare environment.

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27th October, 2007

In addition to the information being posted here, have you also seen the related Blog Sites including:

Wordpress: http://leanhealthcare.wordpress.com/

Flexiblean: http://flexiblean.blogspot.com

And my own personal blog at http://www.markeaton.blogspot.com!

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27th October, 2007

I was chatting to a Service Improvement Lead in a trust we are not working with and she told me that her 'Lean Healthcare Programme' was one of a number of initiatives in her organisation - none of which were connected but all of which made a greater or lesser impact on Patient Safety, Experience and Outcomes as well as Organisational Effectiveness - how daft is that? More importantly, how risky is it that one programme will counteract the benefits of another?

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26th October, 2007

I spent much of the last week reviewing the final drafts of our new eBook 'Sustaining Lean Healthcare Programmes' which is due out in November.

In the book we have identified the Top Ten Warning Signs that your programme is going off track andlater on in November I will be posting our results - but before then I wanted to get your feedback on the problems you are having or have had with the introduction of your Lean Healthcare Programme?

Either post here or email me at markeaton(a)amnis-uk.com.

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18th October, 2007

I was running a workshop at a major NHS Acute Trust in London today where we are working to improve/reduce the number of medication errors in their processes (the second largest group of patient incidents after slips, trips and falls).

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17th October, 2007

I ran a very exciting Lean Healthcare awareness session today. In the audience were a number of people who had been to other workshops which focused almost solely on the tools and terminology of Lean and left them feeling decidely 'unchuffed' that they were not told how to implement Lean (in a truly Healthcare manner rather than some form of 'modified' or hybrid manufacturing approach) and did not know how to sustain the improvements.

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14th October, 2007

I have a week of Lean Healthcare activities coming up (2 days of improvement events, 1 day of Scoping and 1 day of training) with three different organisations (2 Acute Trusts and 1 PCT).

As I sit in a hotel in the Midlands with a member of our team I have been reviewing some of the comments we have gathered from organisations who have come to us after a Lean Healthcare programme has stalled and one of the most common problems was that 'it just did not deliver as much as we expected'.

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