cardiff school of nursing and midwifery studies ysgol astudiaethau nyrsio a bydwreigiaeth caerdydd...

Cardiff School of Nursing and Midwifery Studies

Ysgol Astudiaethau Nyrsio a Bydwreigiaeth Caerdydd

Implementing “Lean” in the School of Nursing and Midwifery

Studies at Cardiff University

Professor Sheila Hunt: Dean and Head of SchoolDr Heather Moyes: School Manager



Structure

• Context and background

• Scoping and prioritisation

• Major projects undertaken to date: achievements and challenges

• Creating a Lean culture

• Lessons learned to date

• Questions?



About the School

• 86 academic staff plus research associates• 23 p/t inward secondments (approx 10 fte)• 46 fte support staff• 1,100 fte students • 46 week academic year• Educational contracts with WAG and local health

boards• £9M turnover• 3 sites



Context to “Lean School” project

School drivers• Academic/ administrative restructure – “whole

School” focus• Financial constraints• General concern about effectiveness of support

services/ processes• Cultural change from “blame” towards “action”

Institutional drivers• University Lean Team looking for a guinea pig!



Scoping and prioritisation

• Staff training in key Lean principles and methodologies

• Focus groups & 1:1 meetings with academic and support staff and with students

• Striking level of agreement about problem areas• Divergent interpretations of nature of problems

“Sheila’s wheel”



•Blackboard will be available• when needed

People

FinancialInfrastructure

Working

We w

ill a

ttra

ct t

he

best

stu

dents

We

will

sup

port

and

dev

elop

our

sta

ff

We

will d

evel

op o

ur

stud

ents

to e

xcee

d

sta

keho

lder

exp

ecta

tions

We will attra

ct and

retain the best people

We will be collegial &

flexible in interactions

with others

We w

ill develo

p le

an

work

ing

pra

ctices

We w

ill provid

e

eff

ective

&

timely

inform

ation

to

students a

nd

staff

We will develop a

culture of equality,

diversity and social

responsibilityDealing with SONMS

will be a positive

experience

We will provide high

quality infrastructure

both physical & I.T. for

staff & students

We will provide a

learning environment

that supports

,

stimulates, e

nables

& empowers

We

will

con

tinue

to

mai

nta

in t

he h

ighe

st

stan

dar

ds

in r

espec

t

of H

ealth a

nd S

afet

y

•We will gain a clear understanding from stakeholders of value-added

•We will develop & maintain the student handbook

•The student experience will be defined & monitored

•We will ensure that our structure is flexible & fit for purpose

•We will engage in succession planning at all levels

•We will maintain IIP status

•We will balance clarity of responsibilities & roles within a flexible environment

•We will carry out a training needs analysis for staff and support training where identified

•We will enhance the school’s reputation through the implementation of a clear marketing and P.R. strategy

•We will develop student’s life skills by helping them take appropriate responsibility for their own student experience

•Every staff member will have a meaningful annual appraisal

•We will consider issues of equality, diversity, dignity & inclusiveness in everything we do

•We will develop an I.T. strategy

•We will ensure the signage is clear and accurate

•The website will be maintained to be accurate and informative

•We will review the placements & audit process

•We will review the examinations & assessment process

•We will review the extensions policy & process

•We will develop and implement a communications strategy

•We will review the student recruitment process

•We will develop good working relationships with Registry

We will ensure financial probity in everything we do

We will maximise

research income

We will ensure good

stewardship of

resourcesWe w

ill be

Ackn

owle

dged a

s valu

e

for mon

ey b

y our

stake

hold

ers

We w

ill diversify our

income stream

s

•We will review the way in which research income & expenditure is managed within the School

•We will review the budget-setting process

•We will ensure that all staff havea good understanding of the principles underpinning our budget

•We will give teaching & learning and research activities the necessary support to meet theexpectations of students and stakeholders

•We will provide the necessary management information to enable us to manage risk responsibly

•We will maintain robust and transparent financial management systems

•We will implement a replacement programme for equipment

•We will develop a business plan to facilitate a move to a single location

•We will contribute to the development of Blackboard so that it meets the needs of students & staff

•We will work collaboratively with REGIS and the SIMS User Group to address the specific needs of our School

•We will develop an interim space management strategy for the School to improve the current working environment

•We will take responsibility for the maintenance of the s-drive

•We will seek customer feedback

•We will make changes as necessary to improvequality and engage in continuous improvement

•All staff will be members ofmultiple teams

•We will review the meeting and committee structure within SONMS

We will recognise and respect expertise at all levels

•We will identify core competencies for all staff

•We will support staff in their career aspirations

•We will review the student sickness & absence reporting procedure

We w

ill incre

ase

rese

arch

capacity

•We will review the appeals & interruption to studies process

•We will develop & implement an active engagement policy

•We will review the records management process

Resources

•We will review the module timetable / schedule

To provide the NHS with the

best nurses and midwives

Practices

Work about to start

Work in progress

• We will introduce electronic evaluation

•We will introduce on-linesubmission of work

(Turnitin)

•We will review the BSc ClinicalPractice Process



Initial major projects

• BSc Clinical Practice admissions process

• Committee structures

• Placements

• Examinations and assessments processes



Further key projects to date

• Student file• Student travel expenses• Room bookings• Student evaluations• Staff conference/ course attendance• IT replacement programme• Budgetary management• Blackboard (VLE) site management



Standard approach

• Initial scoping and defining boundaries• Current state mapping with process owners/

operators• Focus groups/ 1:1 meetings with stakeholders/

users• Collation of hard evidence• Future state mapping• Implementation• Periodic evaluation• Move to continuous review



BSc Clinical Practice



Noise!



BSc Clinical Practice

• Major differences between perceived and actual problem areas

• Much of solution actually lying within School’s own gift

• Academic decisions required in order to streamline processes

• Need to increase awareness of other stakeholders



Committees



Committees1 2 3 4 5 6 7 8 9 10 11

Committee

Sheila H

unt

Elaine B

eer

Gail W

illiams

Davina A

llen

Dianne W

atkins

Christine S

mith

Nicola R

owlands (on secondm

ent)

Katie F

eatherstone

Annette Lankshear

Jane Harden

Jane Davies

School Board 1 1 1 1 1 1 1 1 1

Learning and Teaching 1 1 1 1 1 1

Education Partnership Forum (strategy) 1 1 1 1

Associate Lecturer Development & Support sugrp 1 1

Education Provision and New Dev. subgroup 1 1 1 1 1

Learning in Practice subgroup 1 1



Committees

• Major cultural change: committees for action, not communication

• Empowerment of thematic standing committees

• Encourage discussion rather than stifle it• Professionalisation of committee secretary

role • Speed up decision-making processes• Time savings



Placements



Placements

• Lack of shared understanding of priorities and challenges amongst stakeholders

• Challenge of getting from current to future state in a mission-critical live process

• Student Records System issues

• Managing expectations

• Critically appraising evidence and acting proportionately



Exams and Assessments



Exams and assessments



Exams and assessments

• Unravelling real issues in a very complex process

• Major academic changes required to achieve administrative changes

• Tails and dogs

• Local issues threatening progress



Common themes

• People know what is and is not working• Processes not independent of academic

context• Managing scope versus failing to address

core issue• Dealing with issues that extend beyond own

sphere of influence• Central importance of senior support and

embedding in culture



Creating a Lean culture

• Management training

• Bite-sized lean

• Induction and appraisal

• Continuous improvement

• Application of lean thinking to academic decision-making



"It is amazing how much people can get done if they do not worry

about who gets the credit."

Harry S Truman



Questions or comments?

cardiff school of nursing and midwifery studies ysgol astudiaethau nyrsio a bydwreigiaeth caerdydd...

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