The purpose of this toolkit

There are many methods and tools that can be used in productivity and improvement projects; however, this toolkit brings together a number of evidence based methods and tools that are being successfully used across our partnership.  It started as a pooling of expertise (as it was, locally, in 2013) and is in continuous development.  It has been strongly influenced by other successful systems and by the emerging evidence of what Don Berwick calls “modern improvement science”.

 

It is envisaged that the toolkit will be used in a number of ways, including to:

  • enable productivity and efficiency gains in our systems of care
  • support individuals, teams and organisations to achieve improvement and innovation across the whole health and social care partnership in west, north and east Cumbria.
  • give guidance to support improvement work and problem solving and resolve issues within and across the health and care partnership – including how to engage better with the public and with service users to ‘co-produce’ change

 

We have a wealth of experience and knowledge across our organisations that we can share and use to help people pick suitable tools and approaches avoiding reinventing the wheel.  CLIC is about supporting and facilitating, sharing best practice and creating a common language for improvement.

 

The system leadership team intend that the Cumbria Production System (CPS) should become the dominant management system for managers and leaders at every level to use to produce the necessary quality and productivity gains that our plans envisage.  This will require all managers to become proficient in improvement science using CPS and that they foster wide awareness of CPS amongst all staff.  The strategies to achieve this include:

  • ready access to training in CPS for everyone in the collaborative
  • mentoring, coaching and other developmental support to allow all managers to develop their skills
  • the regular use of ‘Rapid Process Improvement Workshops’ (which include training as well as improvement components for staff and managers)
  • the adoption of techniques (including learning from ‘Listening into Action’ programmes) to engage all staff in developing their improvement ideas

 

The toolkit is divided into two main sections:

  1. Summary of modules and components which gives an overview of the tools that make up the Cumbria Production System.
  2. Appendices with detailed information for all tools.

 

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