The strategic HUS promise is to give better care, for every patient, every day. We support leadership and develop our operations in accordance with Lean principles, and at the same time, we implement our promise of continuous improvement. Our Lean network supports the Lean development of specialist medical care, primary health care and social services in the Uusimaa region.
In the Lean management system, we engage in a dialog through which we implement our goals in practice and provide coaching in problem-solving. We direct the situational picture visually at the senior management level and at more levels in an expanding group of our units and divisions.
Day-to-day management is part of a layered management system. Through regular day-to-day management meetings, we detect any anomalies and obstacles that we strive to resolve in a smooth and efficient manner at the appropriate organizational level. With day-to-day management boards, we monitor the realization of a unit’s objectives with the most real-time performance indicators determine on the basis of the specific operations. In addition, day-to-day management and the day-to-day management board support the change in the unit’s operating culture and its continuous development. Problem solving and development ideas result in ideas for change that we test, evaluate, and develop further. Day-to-day management provides a structure for these ideas.
In our profit units selected as the focus divisions, our Lean experts coach the management and employees to develop synergies between core operations, the management system, and the layered day-to-day management. By coaching, we support the development of the operations of these divisions to a new level and the achievement of their customer-oriented goals.
Kaizen is usually a week-long energetic workshop aimed at resolving a customer-oriented problem. During the week, we resolve a customer-oriented problem, which can be a challenge related to, for example, shortening waiting lists or improving quality. We have successfully applied the method, for example, in improving patient flows in operating rooms, accessing treatment for adolescent psychiatry, and accelerating the diagnosing of chlamydia.
In order for development efforts to be successful, it is important that professionals from different organizational levels participate in it. The size of the team is usually 8–16 persons. The team receives support from our committed development coach, who coordinates the course of the week. The final success of the Kaizen week is determined by the unit’s preparedness to implement the changes to their operations agreed during the workshop week.
The Kaizen week is a boost for continuous development, and the biggest practical changes will take place after the week. Kaizen solves the customer-oriented problem and, in the long term, aims to maintain a culture of continuous development.
A network has been created for Lean experts, for which we have organized workshops and joint training sessions.
The Lean unit also offers some freely available training material:
- A publication by HUS: Lean sosiaali- ja terveydenhuollossa taskukirja (2nd revised edition 2020)
- Online course Lean ja organisaation kehittäminen (Lean and organizational development) in cooperation with Duodecim (2018).
- Online course Lean ja systemaattiset kehittämismenetelmät sotessa (Lean and systematic development methods in the Finnish social service and health care reform) in cooperation with the University of Helsinki (2020)
At the moment, no new coaching or management trainings are planned in our unit. Various types of units providing Lean training in Finland include Aalto Pro and Lean Association of Finland.
The new Bridge Hospital will receive its first patients in 2023. Our Lean unit has been leading working groups in creating functional and treatment processes and connecting them to the hospital of the future.
Read more about the Bridge Hospital project
The COVID-19 pandemic has challenged health care as a whole. Lean methods have been used to support, for example, the quality and fluency of sampling and vaccinations. For example, a resident of Uusimaa can digitally book an appointment for coronavirus sampling as a self-service at a location of their choice and will also receive the result quickly. In order to achieve equal vaccination coverage, our Lean unit also supports and coordinates cooperation between municipalities.
In the Digital Transformation 2021 project, our Lean unit challenges the project personnel in setting goals and starting operations.
In future projects, we will offer Lean coaching and support to promote important strategic projects.