A2.1. Maximising value

Maximising value

What should I expect the outcomes to be of using the tool?

Understanding value from the perspective of people who use our services is key to improving quality and safety and reducing costs. If we can understand what adds value, we can identify value in all our processes and pathways and maximise this value whilst minimising activities that are wasteful or do not add value.

 

There are five key steps to consider when maximising value

  1. Specify value from the perspective of people who use our services
  2. Identify the value within our processes
  3. Eliminate waste
  4. Minimise/improve the necessary, but non value adding activities
  5. Make the value flow

Tool/ method

Specify value and identify value

In order to specify and identify value we look at our activities from the perspective of the people who use our services: 

 

 

When reviewing our processes it can help to categorise activities as follows:

  • Value added activity – Any activity that takes materials or information and converts or transforms them in a way that meets patients’/customers’ needs.
  • Non-value added activity – Any activity that is needed due to the systems or processes in use today but that does not contribute any value to the service or to patient/customer satisfaction.
  • Waste activity – Activities, processes, time, materials, space, etc., that do not increase the value of the service and that are not needed for the system or process.

 

Why we may choose to use this tool/ method?

This is a key principle of the Cumbria Production System and underpins our approach to improvement. Cumbria Production System tools are based around understanding and maximising value from the perspective of people who use our services.

How you might use this tool/ method?

  • Taking time with your team/service to identifying value.
  • Talking to service users to gain there view on what they value.
  • Think about when you last went out for a meal or away to a hotel on holiday, or indeed an experience of yourself or family member in health or social care. What were the things that made that a good experience? What were the elements of real value and why. D o you know what your service users think about your service? If yes how did you find out, if not what might you do to understand this better?

What next?

Understanding and maximising waste by using the Waste Wheel, process mapping and value stream mapping and patient/customer journey maps.

Examples/ case studies/ links to best practice/ evidence

Quality and service improvement tools: lean

Contact for further information

Karen McAllister – CLIC Programme Manager

karen.mcallister@cumbriaccg.nhs.uk

Templates and visualisations:

 

CPS TOOLKIT

Toolkit overview
The purpose of this toolkit
What is the Cumbria Production System?
How can we transform our services?
Cumbria Production System - improvement principles
What improvement outcomes and results can we expect?
When should you use the tools?
Key tool templates and visualisations
Summary of tools
Module 1: Our approach to improvement
1.1 Plan, Do, Study, Act (PDSA)
1.2 After Action Review (AAR)
1.3 Data gathering and evidence and '5 whys'
1.4 Measuring for improvement
1.5 A3
Module 2: Seeing the issues and adding value for the people who use our services
2.1 Maximising value
2.2 Customer Journey Mapping (CJM)
2.3 Process mapping
2.4 Value Stream Mapping (VSM)
Module 3: Waste removal and standardisation
3.1 Waste, waste wheel, waste walk
3.2 Spaghetti diagrams
3.3 5S workplace organisation
Module 4: Flow, demand and standard operations
4.1 Demand analysis
Module 5: Taking people with us
5.1 Stakeholder analysis
Appendices
A. The tools in detail
Module 1: Our approach to improvement
A1.1 Plan, Do, Study, Act (PDSA)
A1.2 After Action Review (AAR)
A1.3 Data gathering and evidence and '5 whys'
A1.4 Measuring for improvement
A1.5 A3
Module 2: Seeing the issues and adding value for the people who use our services
A2.1 Maximising value
A2.2 Patient/ Customer Journey Mapping
A2.3 Process mapping
A2.4 Value Stream Mapping (VSM)
Module 3: Waste removal and standardisation
A3.1 Waste, waste wheel, waste walk
A3.2 Spaghetti diagrams
A3.3 5S workplace organisation
Module 4: Flow, demand and standard operations
A4.1 Demand analysis
Module 5: Taking people with us
A5.1 Stakeholder analysis
C. References and acknowledgements