Collaborative working to improve the trust’s waste reduction

Leeds Teaching Hospitals, North East and Yorkshire, Acute

The problem

Accurately reporting and tracking the trust’s waste reduction (cost improvement) programme has posed significant challenges. The existing processes have proven to be cumbersome, with teams failing to consistently apply guidance, resulting in inconsistencies in reported outputs.

The Excel trackers, designed to support internal weekly reporting to the director of finance (DoF), management accounts (MA) forecasting, board reporting, and external reporting requirements, have become increasingly complex over time. They include detailed information on schemes, identification value, year-to-date (YTD) value achievement, and align with NHSE monitoring categories.

However, as the financial challenges facing the trust have intensified in recent years, the trackers have expanded beyond necessity, collecting information that is no longer required. Moreover, staff turnover has led to changes in roles, further exacerbating the issue of inconsistent guidance application.

Currently, the trackers are maintained by accountants and members of the project management office (PMO), but the lack of consistent guidance application and the growing complexity of the trackers have hindered their effectiveness in accurately reflecting the trust’s waste reduction efforts.

The challenge

The management accounts and PMO team needs to input the relevant schemes to release savings to ensure that the Trust has a robust identification and monitoring process to inform key stakeholders because otherwise the Trust would not be able ultimately to provide assurance on delivering the financial plan for the year.

The outputs

Reduced data fields: streamlining the data fields to complete has resulted in approximately 20+ colleagues saving time on data entry tasks.

Demonstrated employee input: the process highlights that input from the individuals performing the work leads to valuable suggestions for improvement, fostering a culture of collaboration and continuous improvement.

Standard work: implementation of standardised procedures ensures consistency and efficiency across the reporting process.

The outcomes

Improved data quality: the reduction in data fields has led to an improvement in the quality of data generated from the tracker. This enhances the accuracy and reliability of information provided to the director of finance.

Streamlined reporting: the streamlined reporting process better aligns with NHSE requirements, ensuring compliance and facilitating smoother interactions with external stakeholders.

Time savings: the optimised process translates to less time wasted on data entry tasks, allowing colleagues to focus on more value-added activities.

The Innovation

Read the full innovation

All documents and resources relating to this innovation can be found in the downloads section at the bottom of the page.

Read here

What the peer-reviewers said

“The Management Accounts and PMO team’s innovative approach to streamlining the waste reduction programme reporting process, involving stakeholders through LEAN principles and collaborative workshops, has effectively addressed the challenges of inconsistencies and inefficiencies in reporting.”

“The innovation appears to remove time spent on non-value added work.”

“Process mapping is essential to driving efficiency and the innovation here identified the old process map and re-engineered it to create efficiency within the process.”

Get Involved Today