Creating a Lean and Productive Processing Facility

Transcription

1 Creating a Lean and Productive Processing Facility Amsterdam 31st May 2013

2 Nick Tandy EBA Flying Squad Operational Improvement Lead, Filton, until May 2011 Sarah Raymond Head of Operations Filton, NHS Blood and Transplant

3 The Filton Experience Sarah Raymond Head of Operations - Filton

4 Objectives Background NHSBT Filton Summary of progress Key successes Update on current lean activities Plans for the future

5 Collection into Filton Birmingham Collections received from up to 48 teams Filton Oxford Tooting Southampton Plymouth

6 Distribution to and from Filton Filton Distributes to Brentwood Birmingham Bristol Oxford Plymouth Southampton Tooting Birmingham Oxford Filton Southampton Tooting Brentwood Plymouth

7 Filton Manufacturing Today 4, ,000 Key Red Blood Cells 150,000 Platelet Doses 90, ,000 Fresh Frozen Plasma and Cryo Special Products Extended Phenotypes

8 Evolution of a new Filton Centre October 2006 Building of the Filton Centre commenced November 2008 All Southmed services were transferred to the new Filton centre December 2004 Outline Business Case Approved May 2006 Full Business Case Produced and agreed June 2008 Practical Completion of the Filton Centre

9 Consolidation and Evolution Nov 2008 All services from Southmead moved into Filton May 2009 All services in the region consolidated into Filton September 2009 Operational Improvement Programme implemented at Filton. Implementation of pod manufacturing. February st Tranche of activity from London consolidated into Filton Jan 2011 Launch of new staffing structure to support pod operations. Model linked to OIP proven outputs March 2011 Further additional activity from London consolidated into Filton: + 200, ,000 donations 495,000 donations 615,000 donations 830,000 donations 43 WTE staff 85 WTE staff 98 WTE staff 100 WTE staff Productivity circa 5,500 Productivity circa 6,200 Productivity circa 7,500 Productivity circa 9,800

10 Manufacturing Productivity in the South West OIP launched 1 st tranche from London Filton opens 2 nd tranche from London Sep-07 Nov-07 Jan-08 Mar-08 May-08 Jul-08 Sep-08 Nov-08 Jan-09 Mar-09 May-09 Jul-09 Sep-09 Nov-09 Jan-10 Mar-10 May-10 Jul-10 Sep-10 Nov-10 Jan-11 Mar-11 May-11 Jul-11 Sep-11 Nov-11 Jan-12 Mar-12 SW Consolidation Month Oct - Dec 09 Pods created New Staffing Structure Jan 2011 Mar-07 May-07 Jul-07 Number of units processed

11 So what have been the key successes along the way...

12 We went from this in 2007 Southmead Site 240,000 red cell collections per year

13 To this in New Filton centre 495,000 donations manufactured and tested

14 Original Manufacturing Lines Tended to Encourage batch Processing Centrifuge all Press all Label all Communication poor

15 Launch of OIP national programme in summer 2009 First RIE- revelation! Lean Manufacturing POD Smaller batches Less Work in progress Units back in fridge quicker Greater visibility Removal of excess walking Flexibility to change product

16 Pod world created

17 Despite good progress...the Burning Platform Closure of Brentwood site meant an additional 200,000 red cell donations per year for Filton but... Productivity not optimised Staff not in the right place at the right time Lack of formal production scheduling Need to drive out further waste from pods

18 So what did we do...?

19 We revisited the pod design and standard work Removal of waste allowed 2 people to run a Pod 33% improvement in Pod Productivity Operator 1 PCS74, Load centrifuge, Press Operator 2 SO7 & Cut down

20 Scheduled all activities by hour per pod 8am 9am 9am 10am 10am 11am 11am 12am 12am 1pm CRY O CRY O CRY O CRY O CRY O FFP FFP FFP 1pm 2pm 2pm 3pm 3pm 4pm 4pm 5pm 5pm 6pm

21 Revised staffing structure Using standard work With workflow modelling Built a staffing structure to support the operation Consultation New staffing structure launched Jan 2011

22 Concept - Use of Collection forecast to manage the Lab in a more efficient way Use the Forecast to plan the number of holiday slots available each day. Use the forecast to plan training on low bleed days. Use of Forecast Date Day 94% PD 01 April 2012 Sa/Su April 2012 Mo April 2012 Tu April 2012 We April 2012 Th April 2012 Fr April 2012 Sa April 2012 Sa/Su April 2012 Mo April 2012 Tu April 2012 We April 2012 Th April 2012 Fr April 2012 Sa April 2012 Sa/Su 522 Use the Forecast to Plan Machine Maintenance in advance Use the Forecast to plan the number of machines we are going to run each day of the following week.

23 Adapting Manufacturing schedule on daily basis Days between units (Max FFP) FFP & Cryo Average units Target for day FFP 600 Cryo 200 BAT 36 BAT 360 IP 1725 Days between units (Normal Day) FFP & Cryo BAT Average units Target for day FFP 500 Cryo 200 BAT 360 IP 2100 Days between units (Busy Day) FFP & Cryo BAT Average units Target for day FFP 330 Cryo 200 BAT 360 IP 2700

24 Progress tracking in each pod every hour Staff took ownership of progress Confirmation of throughput each hour at pod level Problems identified and noted

25 As a result in February 2011 Increased production by 200,000 donations With a Staffing increase of only 2 whole time equivalents

26 Units produced/wte/year 2011 to now...sustainment and continuous improvement Manufacturing Productivity Jan-11 Mar-11 May-11 Jul-11 Sep-11 Nov-11 Jan-12 Mar-12 May-12 Jul-12 Sep-12 Nov-12 Jan-13 Mar-13 Month A B Productivity has remained relatively stable EBA upper quartile 2 blips: Flood in Sept 2012 (A) Snow in Dec 2012 (B)

27 Disaster!

28 One week later

29 Filton OIP Run regular RIEs so far have involved over 500 staff With much success to celebrate...

30 RIE - Filton Improvement examples Graph to Show the Number of Reconciliation Failures Nationally Number of Reconciliation Failures Jan Feb March April May June July August September October November December Month 70% Reduction in the number of reconciliation failures (Following Filton Reconciliation RIE) Filton Lancaster 19,984 saving on discard packaging (Following Filton Discard RIE) 6,000,000 less scans per year (Following Auto discard RIE) 2 WTE staffing removed from 2013/14 budget as direct result

31 T3 T2 T4 T1 Secondary Cell RIE Previous Walking New layout 26 KM per week less walking 20% more space available Extra Pod for new product

32 Future Need to consider Falling demand for RBC Increase productivity Reduce cost

33 Filton VSA in November 2012 Audit of lean processes and pods Analysis of current state Set targets for future state Future State map Produce 12 month plan of activity

34 Filton Targets Productivity Staff turnover Attendance Wastage OTIF (On time in full) Lean training

35 Key Operational Improvement themes for 2013 Measurement of standard work to improve resource requirements A structured programme of 6 s improvements Improved visual management Reduction in product waiting time Further targeted RIE s to remove waste from the process Staff flexibility between departments

36 Support project sustainment through audit OIP training (Bronze, Silver, Gold, Platinum) OIP training at Induction Target 100% staff green (basic) trained by 2013 year end Greater Staff involvement - create a bottom up approach Continuous Improvement - Business as Usual National Standardisation

37 Thank you...and to All our colleagues in Filton and NHSBT All the blood services who helped us!