About this Presentation
The presentation outline includes: Understanding the core problem in healthcare systems; criteria against which any solution should be judged; the theory of constraints (TOC); and bring pride and joy back into the hearts of healthcare workers. The core problem relates to costs rising much faster than revenues throughout the world. In this predicament, the ability to do more with current resources answers a significant need. Any solution must simultaneously: Increase the quality and timeliness of care; improve the affordability of care; without simply asking staff to work harder; and bring pride and joy back into the heart of everyone working in the health system. The theory of constraints (TOC) provides the basis of a simultaneous breakthrough in the quality and timeliness of care and the financial performance of the healthcare system. The four pillars of TOC (inherent simplicity, every conflict can be removed; people are good; and never say I know) and the four concepts of flow are discussed with respect to healthcare. Typical results of acute, community, children’s, mental health hospitals and in the community setting are: Length of stay reductions of 20% - 50%; more patients treated within current resources; improved quality of care; improved staff morale; and improved access to care. Additional detailed results are provided. Alex explains an example showing the impact of a reduction on length of stay on number of patients serviced and throughput.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Health care systems globally face a core problem of rising costs and complexity.
The Theory of Constraints (TOC) can provide a simultaneous breakthrough in the quality of care, timeliness of care, and the financial performance of the health care system.
A TOC-based solution requires focusing on the few resources causing the most disruption and improving flow within the system.
Instructor(s)
Alex Knight
ALEX KNIGHT BSc, MBA Alex’s fascination with the Theory of Constraints started with a chance meeting with Dr Eli Goldratt. After meeting Eli, Alex realized the biggest breakthrough needed was in how we run and transform businesses. His first exploration with TOC was when he was at Ashridge Business School and was soon teaching TOC on all major executive open and tailored programs. He became a Board Member and led their international consulting activities for fifteen years. This involved working all over the world with many international businesses including Unilever, Hewlett Packard and American Express. Alex is globally recognized for his close work with Dr Eli Goldratt in bringing the Theory of Constraints to health and social care. His work around the world over the last three decades with leaders in health and wellbeing is encapsulated in his business novel, Pride and Joy. This has been translated into Japanese and French. It not only provides a blueprint for transformational change in health and social care but also highlights the key stages of analysis and innovation that are required to create a breakthrough in any industry. Alex's work is guided by his time spent with Dr Goldratt. It is through a combination of coaching executives in what not to change, laser-like focus on the few key leverage points to change and the development of true innovation in these selected areas that Alex believes leaders can better understand their own assumptions, achieve step changes in their own performance, the teams they work in and the areas they are responsible for. Alex’s passion is to demonstrate that TOC is not a methodology to be carried out by unique individuals but can be a practical process taught to everyone allowing the whole organization to participate in breakthrough thinking.