Middle Manager Development
Colin Blair
Lean Programme Manager
NHS Lanarkshire
NHS Lanarkshire
LeanTransformation
Transformation Community
NHS Lanarkshire
Lean
Community
Programme
Manager
Lean Leaders – leading
major change projects
Process Owners / Sponsors – owning
and sponsoring change efforts
Lean Champions – Lean trained staff owning improvements
& sustainability programmes in own division
Lean Advocates – Lean aware staff making small improvements to local working
environment / practices
Programme Roles
Steering Group:
Executive team setting the direction of the program.
Project/Program Champions:
Senior executive who promotes the program and uses their influence to help project teams
Project Sponsor:
Senior manager who defines the scope of an improvement project, provides resources, and is accountable
for its success. May be the same person as the Process Owner.
Reinforcing Sponsor:
Senior manager who reinforces the change at the local level.
Process Owner:
Manager whose team is most directly aligned to the scope of the project. Responsible for implementation of
changes, publishing results identifying new ways to improve the staff/patient experience.
Lean / Improvement Leaders:
Full time project managers trained in process improvement using Lean, CAP, and Workout
Project Participants:
Subject matter experts who can pinpoint problems and generate solutions in the area being improved.
Usually these are people actually doing the process (rather than managers) plus specialists from supporting
services such as IT, finance, HR etc.
The Project Framework
Project Timeline
Preparation work VSM Kaizen Sustainability
(incl. logistics)
(Including Training)
Set Goals &
Objectives
Agree scope &
milestones
Release
project team
resource
Communicate
kick-off
Accessible
Advocate
Regular updates &
feedback
Attend formal
report outs
Attend formal report
outs
Release required
resource
Share the vision with
peers
Visible support
Overcome
roadblocks /
conflicts
Overcome
roadblocks
Reward success
Accountability to own
changes (process
owners)
Commit to attending
update milestones
Reward Success
Communicate
success to wider
audience
Process Owner Charter
As a Process Owner I will:
Serve as a Sponsor to projects within my operational area of work,
Be responsible for all CI events occurring within my operational area of work,
Help to co-ordinate the overall change programme
Champion the projects & improvement events
Be a sanity check on level of change activity
Manage the balance of CI and BAU
Ensure change opportunities are appropriately prioritised and worked thru in
a structured way
Take ongoing ownership of the improved processes
Take the decision to close projects if necessary
One size does not fit all
Just
Do It
General
Discussion
with
stakeholders
1 Day
workshop
Full Scale
Project
Role applies to all change initiatives
whatever the size
Process Owner Development: Purpose
• Develop an evidence based approach to change
• Develop the principles and understanding of patient based
VS and VSM
• Develop performance management across the VS
• Create a data driven culture
• Create a operational/quality dashboard to enable
understanding of KPIs and their performance and expose
variation within the process
• Promote the embedding of hospital as a system - LOG
• Joint managerial working and clinical ownership of VS
• Equip them with the tools to enable the above (WO,
kaizen, programme)
Process Owner Development
• Know your process (and your footprint) – data, CTQs,
targets, VoC
• Critical to Quality – what few measures are critical to
quality, both for the patients and the organisation e.g.
processing time, safety, accuracy…..
• Dashboards – understand at a glance how CTQs are
performing
• Lean Operations Groups
• Work out skills
Steps
• Step 1 – Executive sponsor clarifies roles and
responsibilities, work through how this works in
practice - 1/2 day
• Step 2 – VSM training (include IM) – ½ day
• Step 3 – Create/map key value stream(s) – 4
weeks
• Step 4 – Report back on VSM and identify data/
data gaps – output, create dashboard (4 weeks)
• Step 5 – CSI
• Step 6 – WO training
A more responsive organization
From…
Top Down
…To
Top Down

Guiding

Directing

Leading

Controlling

Communicating Vision

Decision Making

Developing Strategy

Change Initiating

Group Decision Making

“Turf”

Disciplined Problem Solving

Change Initiation

Empowered Cross Functional
Teams & Individuals
Bottom Up