Every Patient Matters Project Scoping Document () * IMPORTANT: Please click here for a note on formatting and copying text from another document Project reference Project title Recruitment Project risk rating Select project RAG rating Clinical risk rating Select clinical RAG rating Division Corporate Department (if applicable) HR Senior Management Lead Alexandra Cudmore Implementation date 1 Jul 2012 Project Lead Tricia Mills Clinical Lead Jan Lynn Finance Lead Sarah Elsey HR Lead Alex Cudrow Current Issue Statement What makes your blood boil results identified the recruitment process and inparticular the time it takes to replace internal, external and temp is too long and puts a lot of pressure on the organisation. HR also recognise that the process needs a review. Desired Situation (Objectives) To turn around application (following approval at ITR) including publishing application, shortlisting, interview set up, interviews and offer letter within 5 weeks. In the form a future state map with timeline. Risks/mitigations What are the project risks and how can they be mitigated? * Time to deliver action plan post event * Reputation to transformation programme if this event doesn't deliver expected outcomes Team structure and roles Who will make up the project team and what will their roles be? Note; as well as trying to select a mix of Drivers/ Amiable/ Expressive & Analysts People selected must also have a knowledge of the problem area & an enthusiasm for change and improvement Project Team and invitees to event Project Leader HR Rep Recruiting Manager Rep Payroll Rep Education Centre Rep Finance Rep Divisional Rep Scope Assumptions Communications What is the full scope of this project and what is explicitly excluded? What assumptions have been made which are key to the project's success? Outline any communications needed to whom and in what format. Internal and Externalsplit into New Role (i.e. can't be matched) and Existing role HR support outcomes of the event and commit to delivering the agreed action plan and future state process. Co operation required from managers to deliver 5 week turnaround. Temp split into Bank (same as external) and Permanent moving to bank and vice versa. Out of Scope: NHS jobs ESR Medical Staffing Purpose of event will be communicated in the invite that will go out to attend the workshop. A lean drop in session will be put on prior to the event to give attendees the chance to learn more about lean and what we hope to achieve on the day. Following the event, the future state map will be produced and signed off by HR and the displayed in HR and in the OASIS. The action plan will also be on the intranet stie in the project update section. Deliverables and success measures What are the key deliverables and how will success be measured? * Validate current state map and idenfity waste in the process *Produce future state map and reduce current turnaround time of 3 4 months down to 5 weeks * Develop communication plan for managers and recuritment to monitor progress with vacancies. Interdependicies Which other workstreams/organisations does this project impact/rely upon? Staff Survery Action Plan Patient safety or Quality implications? Detail of any risks to patient safety or quality? N/A What data is needed prior to holding a lean event? See Scope of Data Collection tab * Current time it takes to recruit Alex has a paper that was presented at Medicine Divisional Board * Qualatitive feedback from blood boilers What type of lean investigation is required for this issue? E.g. process mapping, 5s, takt time, Mapping current state and desiging future state Project Scoping Document Example.xlsm Scope Document 23/10/2012
Data Gathering Workbook The purpose of collecting data is to find out the root cause of any problem and to pin point where to focus future value stream investigations. Use this workbook to design your data collection plan and data collection media e.g. surveys, questionnaires, focus groups, interviews. Before undertaking any data collection the following questions must be answered; Question 1. Decide whether you're looking at a Value Stream (end to end pathway cross departments) or a Stream (Departmenal processes) Response Stream 2. What is the process name (the process being examined) or problem you're addressing? Recuritment 3. What is the process purpose (what is its function or designed to do) or outcome that's To recruit internal, external and temp to vacant expected? positions within the RUH. 5. Who is responsible in ensuring data is available for the or Value Stream Mapping event? Alex Cudmore 6. Has the purpose of the data collection been presented to the department(s), individual, Qualatitive data collected during what makes your blood boil teams where data is being collected? This is vital before any qualatitive data is collected. event. Quantative data available in existing report. 7. Is the data already available via the BIU Dept? No Other Comments
What data should be collected? Every Value or Stream will have its unique measures. However, Keep it Simple is the golden rule. You may need a variety of data to get to the route cause of the problems and here are some examples: Idenfity the type of data to collect in column A then fill the columns next to this with the detail. Type of Data to Collect 1. Decision points; hand offs (information, items or patients); 2. Referral points, paperwork or activity that triggers a process to start; 3. Interruptions; inappropriate or excessive meetings; 4. Bottlenecks where activities slow down or stop Method for Collecting Data Highlight type of data to collect with an 'x' What data will be collected? Mapping x From decision Mapping x From decision Diary Exercise Mapping, waste template 5. Travel and motion Spagetti Diagram, waste template, diary template 6. Demand and Capacity (available clinic Via BIU Dept slots, beds) of a service 7. Activity levels quantative e.g. number Via BIU Dept of patients seen 8. Activity levels qualatitive e.g. what Diary Exercise do during the day 9. Capacity (Staff and Equipment) Budget Holder or HR,BIU 10. Lead Times (also known as Door to Door times) and Time; Mapping, observation walk the process (with stop watch) 11. Stock levels Manual count or Stock control system x x From decision From decision Who will collect the data? When will data collection take place and for how long? How will the data be collected? How will the data be analysed and presented?
12. Key Performance Indicators or service level agreement measures; 13. Errors, backward passes and any Rework. 14. Opinions of Patients and and other quality measures; Via BIU Dept Waste Template/ Mapping Paper or electronic surveys (Meridian), focus groups, interviews, Estates F15. loor and equipment / office layout plans; 16. Any top level data from departments Via BIU Dept x From decision 17. Other Other
QIPP Project Overview Document Milestones & Plan () * IMPORTANT: PLEASE DO NOT CUT AND PASTE OR DRAG TEXT Click here for help on copying and pasting Task ref Task Additional detail Task Group (for sorting) Enter Gantt chart start date 04 Apr Task owner Due date Event 1 Hold Lean Event Deliverables: future state process and action plan Recruitment Alex Cudmore 04/07/2012 Milestone 2 Milestone 3 Milestone 4 Milestone 5 Milestone 6 Milestone 7 Milestone 8 Milestone 9 Milestone 10 Milestone 11 Milestone 12 Milestone 13 Milestone 14 Milestone 15 Milestone 16 Milestone 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 04 Apr 11 Apr 18 Apr 25 Apr 02 May 09 May 16 May 23 May 30 May 06 Jun 13 Jun 20 Jun 27 Jun 04 Jul 11 Jul 18 Jul 25 Jul 01 Aug 08 Aug 15 Aug 3001122220011112200001122230011222200111
QIPP Quality risk Document () Project details Project title 01/07/2012 Division 0 Department (if applicable) Implementation date HR 41091 Severity Negligible Score 1 Likelihood Rare Score 1 Risk Score 1 4 Insignificant Project Lead Tricia Mills Minor 2 Unlikely 2 5 9 Low Moderate 3 Possible 3 10 15 Medium Major 4 Likely 4 16 24 High Catastrophic 5 Almost Certain 5 25 Extreme Risk identified (Patient Experience, Clinical Effectiveness and or Patient safety) Risk Target Mitigating Actions S L Score Score
QIPP Project risk Document () Project details Project title 01/07/2012 Division 0 Department (if applicable) Implementation date HR 41091 Severity Negligible Score 1 Likelihood Rare Score 1 Risk Score 1 4 Insignificant Project Lead Tricia Mills Minor 2 Unlikely 2 5 9 Low Moderate 3 Possible 3 10 15 Medium Major 4 Likely 4 16 24 High Catastrophic 5 Almost Certain 5 25 Extreme Risk identified S L Score Mitigating Actions * Time to deliver action plan post event Commitment required from Exec team that will be allowed time to implement th changes. * Reputation to transformation programme if this event doesn't deliver expected outcomes Clear objectives, exec support and commitment to change required from HR 5 3 4 8 3 4 Project Scoping Document Example.xlsm Project Risks 23/10/2012
QIPP Project KPI's () Project details Project title 01/07/2012 Division 0 Department (if applicable) HR Implementation date 41091 Project Lead Tricia Mills Clinical lead Jan Lynn This is an example Tolerance < or equal to target > target by 5% By 6 % or more Measure Reduce turnaround time of time to recruite Elective April May June July Aug Sept Oct Nov Dec Jan Feb March Tolerance Overall Rag Notes data in weeks. 16 weeks Target 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.6 down to 5 Actual 16.0 16.0 16.0 16.0 16.0 16.0 16.0 16.0 16.0 16.0 16.0 16.0 Target Actual Target Actual Target Actual Target Actual Project Scoping Document Example.xlsm KPI's 23/10/2012