Amnis warns that tactical Lean won’t deliver – given the health sector’s financial challenges

Normal 0 false false false MicrosoftInternetExplorer4 st1:*{behavior:url(#ieooui) } /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} The difficult financial challengesfacing the health service over the next few years, as it restructures itsservice models to release cash, are likely to be difficult to overcome for thoseorganisations that take a tactical approach to improving performance, warns thequality, innovation and productivity organisation, Amnis.   According to Amnis’ Mark Eaton, anyhealth sector organisation taking a tactical approach to implementing changesby focusing on isolated processes or pathways and not linking the front-lineimprovements to an overall transformation strategy is at risk of failing to bringabout the financial benefits that are going to be needed.   “Significant and strategic changerequires a strategic approach,” said Eaton, “and that starts by getting underthe skin of the real objectives that need to be delivered, putting real numbersto the improvements that need to be generated and then identifying the keyareas that will need to be transformed to deliver the required improvements.   “In addition, the future for the NHScan only be delivered through organisations working together to tackle the bigticket issues in a collaborative approach,” he counselled.   “This often means making a change tothe way that senior teams work. It also involves the need to promote teamworking rather than the tribal warfare that can exist both within someorganisations and across whole health economies.   “Moreover, it relies on impartialdecisions being made about tough issues and recognising that, while everyoneneeds to win, they may not win every time.   “One thing that’s for certain isthat organisations don’t need any more isolated ‘Rapid Improvement Events’ thataren’t linked to strategic goals and don’t help health economies to delivertheir collective targets,” he stressed.   Amnis’s healthcare specialists offera range of services intended to help organisations, especially those in thehealthcare sector, to implement Lean successfully. For further details, contactAmnis’ client services director, Ruth Bodman ,at ruthbodman@amnis.uk.com orvisit http://www.amnis.uk.com   End   About Amnis Limited   Working withboth public and private sector organisations, Amnis is a consultancy whichspecialises in innovation, transformation and organisational improvement,helping clients plan and deploy strategies for successful transformation. Itsgoal is to help clients not only deliver sustainable change but also to developtheir capability to tackle their next challenges.   Providingboth consultancy and training services, Amnis’ team includes specialists inLean/Six Sigma, organisational development, strategic planning, changemanagement and systems thinking.   Further information from:   RuthBodman, Amnis, 00 44 (0) 870 446 1002; ruthbodman@amnis.uk.com   BobLittle, Bob Little Press & PR, 00 44 (0)1727 860405; bob.little@boblittlepr.com

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