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R C Barker

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Everything posted by R C Barker

  1. Content Article Comment
    Throughput time and in particular non value adding time between the treatment islands of efficiency must be reduced. This would have a massive positive impact on existing NHS patient waiting times. Please use my time based analysis framework to track NHS patient journeys. This is demanding because it involves crossing many management silos, but the resulting visual analysis is very powerful and guides staff to focus upon the largest NVA gaps in order of priority. No software is required, please purchase a roll of CAD plotter paper. Put a sheet on a wall (1 metre wide x 4 metres long). Select a calendar timeline scale. Then Op 1, OP2, Op3, etc. There will be big non value adding time gaps between treatment touch times. Bob Barker
  2. Content Article Comment
    Method of analysis at - https://www.drbobbarker.co.uk/forum/forum/time-based-analysis-animation This method of analysis and gathering data is used in a wide range of organisations, the supply chain is not only materials but also information needed at each value adding stage. PS. NHS supply chains are still predominantly push type controlled (ERP/MRP etc) and contain a lot of waste and out of date disposals. For those involved in managing NHS supply chains, my message is - convert to pull type control ASAP. Inventory can be dramatically reduced, waste and throughput will also be reduced. I am willing to give free presentations (Limited to first 5 requests) if required. Bob Barker.
  3. Content Article Comment
    Where is the NHS leadership ? Who is in control ? There are huge amounts of waste and untapped potential but no corrective action.
  4. Content Article
    Robert Barker, author of the book, 'The Time Based Organisation: Recreating and Transforming Existing Organisations', highlights how time-based analysis can be used in the NHS to transform the patient journey. Huge amounts of untapped potential and waste exist in the NHS, yet all the equipment, assets and infrastructure are already in place. Overall patient journey throughput times are currently too long, but the combined strengths of time-based analysis, which looks at value adding processes through the lens of time and NHS staff who know these processes better than anyone else, can transform the NHS patient journey. In the example below, you will see large amounts of non-value adding time (wait and queue). The value adding time here is around 8%. The NHS patient journey typically reflects the management structure where specialists control the treatment islands of efficiency but nobody is responsible for the non-value adding time gaps. Hence long waits and queue times. Tracking a patient journey using the lens of time identifies a lot of non-value adding time and additional costs that impact both the patient’s health and costs. Analysing the flow of patients is undertaken by value adding staff, your best consultants. Transformation of the treatment process journey is needed now more than ever, since it will include “What stops staff doing the best days work they can”. Note – Time-based transformation is driven by value adding employees not management consultants, but it requires support from NHS leaders.

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