About this Presentation
This presentation provided a blended, holistic approach to operational excellence in an acute hospital - A case study. The hospital services a population of about 260,000 residents and 5 million tourists. The presentation goal and key learning points relate to sharing practical experience of what can be gained within a year by using the implementation of a blended approach to operational excellence of an acute hospital. The key learnings are: a two-pronged approach works, involve everyone, resistance to change has a lot to do with the mermaid syndrome (taking comfort in not changing), learning to see, pathway integration, the speed of implementation is important, project management and sustained results are vital.
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.
Learn how a blended operational excellence approach, including Theory of Constraints, was applied to improve performance across an acute hospital within one year.
Understand why involving staff at all levels and addressing resistance to change, including the “mermaid syndrome,” was critical to successful implementation.
Gain insight into how speed of implementation, integrated care pathways, and strong project management contributed to sustainable results.
Instructor(s)
Mark de Kiewiet
After a successful career starting as a Metallurgist in Gold and Diamond
mining, ending up as the Operational Manager of an Alumina refining
and Chemical Plant, Mark established an Industrial Educational
Company helping individuals, organizations and companies achieve the
extraordinary.
Mark was introduced to Elli Goldratt and TOC in 1978, Project
Management in 1977, Lean in 1979, and Six Sigma in 1996. It was not
until 1999 that Mark combined all four methodologies to help
companies. Mark’s goal was to develop a methodology that was
technology independent and could be used across any field and culture.
Having worked in food, oil, automotive, refining, smelting, logistics,
banking and insurance, Mark entered the Healthcare industry in 2004
helping Kaiser Permanente in 4 out of their 6 regions. In 2009, Mark
started with the NHS in the UK.