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To accelerate learning, we encourage NETS users to share their improvement stories. Find case studies and stories of improvement projects using Lean and the NETS methodology below. Contact us if you have a case study or story you would like to share.
The team at City Hospitals Sunderland utilised Lean improvement processes to review their current ways of working and identify how improvements might be made to the patient pathway from presentation at A&E to subsequent follow-up.Read More
Quality and Demand Management project using Lean results in savings of more than half a million pounds in South Tyneside.Read More
There are many benefits to Lean operating methods in the healthcare sector; the improvement of working practices and the reduction of waste has positive impacts for organisations and patients alike. Tees, Esk and Wear Valley Foundation Trust recognised these benefits and established the Kaizen Promotion Office (KPO) as part of the NETS coalition in 2008 to effectively develop and deliver improvement projects for the Trust.Read More
The team at the Northern Gynaecological Centre at QE Hospital in Gateshead found that the need for bowel surgery was often difficult to predict and they were conscious of the effects this had on the patient experience. They were conscious of the effects this had on the patient experience so they opted to use Lean approaches to assess if stoma formation was predictable pre-operatively, without the need for additional invasive investigation.Read More
Last year Throckley Primary Care in Newcastle upon Tyne received 19,500 letters which took their GPs an average of 40 minutes per day to deal with.
The team at Throckley decided to use a three-day Rapid Process Improvement Workshop (RPIW) to pinpoint issues with the existing process and improve the way the practice dealt with the post.Read More
The winter of 2012/2013 was a particularly testing one for South Tees Hospitals NHS Foundation Trust. There was severe pressure on all clinical areas and while the quality of care received by patients remained high the pressure on hospital beds in particular was extraordinary.
The Improvement Patient Pathway (IPP) team recognised that good discharge planning was the key to improving the patient pathway and Lean could drive the results they needed.Read More