Having spoken to a wide range of people involved in the NHS about the Gerry Robinson programme of two weeks ago, I am aware that it has generated a lot of debate.
My own opinion, based on similar work in acute care, is that the problems he identified were typical problems and the solutions that were identified were typical solutions - no surprise there!
However, where I believe Gerry went wrong was in failing to provide a structure to enable incredibly intelligent, yet busy people, to move quickly from seeing the problem to implementing the solution. This is why it took so long and generated so much stress.
The role of a Change Agent in the NHS is to provide specialist structure, guidance and support to enable teams to see the problem and then see how to quickly implement a solution, and by providing this structure the results that Gerry achieved could have been achieved with fewer tears and much faster!
I also propose that his approach would have failed completely (because it would have run out of steam) without the pressure of the TV Cameras - but I would welcome your views........
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You make very interesting points Mark and they are similar to those I have discussed with healthcare colleagues.
At some points in the programme Sir Gerry got tantalising close to using some of the Lean tools that would have made the differences you have identified.
He got together with a group of consultants - but didn't really capitalise on the energy they had or ask them what they would do or be prepared to do to solve the problems.
He met with multi-disciplinary teams but left action planning to one or two of the members instead of getting the whole team to define the problem and solution(s).
The programme was good. It clearly identified problems and possible solutions, as you have pointed out. But perhaps the greatest benefit it has provided is a starting point for conversations in healthcare - conversations that, with the right leadership, should lead to a focus on thinking ... Lean Thinking. If the programme does spur this activity any shortcomings will be entirely forgiven!
Good points!
It has certainly stimulated debate and also (I hope) identified that every acute trust suffers broadly the same problems - which should help them to accept that tools such as Lean can make a big difference to performance.
Thanks for the comment.
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