ROH PMO

“The first choice provider of orthopaedic services for patients, carers and commissioners�

Project Management Office Visual Stimulation

The ROH PMO Journey • • • • • • •

Why How Changes What worked What didn’t work Results to date Questions

ROH progress 1890-2012 1891 The Hospital started to receive medical students from the Birmingham Medical School.

1898 First use of x rays .

1907 Mr. George Cadbury gave a house and land known as The Woodlands 1925 The Royal Orthopaedic and Spinal Hospital (King George V had to approve the title ) 1933, there was reported to be a 50% reduction in the waiting list.

1938, there was reported to be a significant reduction in length of stay. ‌.

2011-2012 PMO set up - length of stay work a familiar feature of PMO

Drivers for Change • Poor CIP deliver especially cross cutting themes • Deteriorating financial position • Lack of front-line engagement • Slow communication between executives and front-line

Why PMO? • Successful lean projects in theatres and wards • Introduced visual control • Vehicle to change to executive and front-line culture • Immediate communication

Key Messages Number 1 “The message is that this works – service and productivity improvement – isn’t in addition to your job; it’s your day job. The PMO is there to help you”

Key Messages Number 2 Break your strategy in to operational chunks and make all of the interdependencies clear to all of the teams.

Key Messages Number 3 Success requires high level buy in and commitment.

Walk the floor

Key Messages Number 4 Be responsive to the room and the needs of those you are trying to influence to deliver.

We needed to change the “Room of Doom” to a stimulating PMO and embrace the spirit of transformation, not just the tools so… …ROH worked with KM&T to tailor the standardised processes in the PMO to develop an ROH way that was engaging, fit for purpose, true to the spirit of lean transformation and aligned with ROH culture and values

Key Messages Number 5 Work hard on clinical engagement.

Find and support champions and back ideas in a controlled way.

Successes: • Theatre efficiency programme for 2012 includes clinicians new ways of working Twin theatre and parallel theatre configurations • Bone Infection Unit Challenges: • Enhanced Recovery

Key Messages Number 6 Do not stop developing and moving forward: • Break out PMO’s • The Dirty Dozen & Boot Camp

• Select 12 volunteers across trust ( grade of no importance) • Train them in service improvement techniques • Use Best of breed blended learning • Keep them in their day jobs • Let them loose on projects

PMO Blended e-portal Pilot Complements & enhances classroom training

ROH & KM&T Piloting, high quality Audio Visual training material on: • Lean • Project Management • Process Improvement Visual Stimulation PMO

The Results to Date • Delivered full CIP of 5% in 2011/12 • Delivered 80% of another 5% CIP 2012/13 by 1st April • Working on 2013/14 & 2014/15 • Ideas from the floor • Increased open culture

Questions?

Steve Bloomer – Director of Finance, Royal Orthopaedic Hospital Mark Marriott – Healthcare Director, KM&T Ltd

stephenbloomer@nhs.net mark.marriott@kmandt.com Visual Stimulation PMO