Background
Kerry has been a driving force in the adoption and integration of the "Improving Together" improvement methodology within the University Hospital North Midlands NHS Trust. Demonstrating a commitment to key leadership behaviours:
• Curiosity
• Perseverance
• Self-discipline
• Humility
• Willingness
Kerry has not only embraced these values but has actively nurtured them in her team. She identified the potential of continuous improvement in enhancing the performance of the PACU team and worked diligently to ensure her colleagues could actively engage in this process.
Recognising the importance of collaboration, Kerry was instrumental in supporting and championing the Trauma Theatres team as an area where improvement initiatives could be of great benefit, which led to a concerted effort to bring them on board and drive collaborative success between the two teams.
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February 2025
Activity
Kerry’s approach was both strategic and hands-on. She campaigned alongside the leadership team, for the Trauma Theatres team to receive training in continuous improvement, seeing it as an opportunity to bridge gaps and foster collaboration between the PACU and Trauma Theatres teams.
To ensure successful implementation, Kerry stepped into the role of coach and mentor, partnering with the Quality Improvement Academy to deliver training. She supported the team in identifying key areas for improvement, while also helping them put into practice the principles of "Improving Together". Over the course of a year, Kerry worked closely with the Trauma Theatres team, coaching them through the process, and facilitating learning opportunities.
The team updated standard operating procedures and work instructions to standardize the process. The team also implemented pull by instituting Kanban. All team members received Lean training with many attending the AmerisourceBergen Continuous Improvement Basic Course earning the LCS Level 1a certification.
The Impact
Kerry’s efforts have led to tangible improvements for both teams.
PACU now has a robust Scorecard that tracks key performance metrics, helping to focus efforts on three main areas all critical to improving Theatre flow:
• Collecting patients from Theatres
• Holding Theatres
• Utilising step-down bays
Daily status exchanges and improvement huddles have become the norm, with team members actively identifying, discussing, and implementing improvement ideas.
Meanwhile, the Trauma Theatres team has initiated their own regular improvement huddles, focusing on crucial aspects like:
• Theatre start time
• Theatre kit availability
• Staff wellbeing
The development of their tactical board has improved day-to-day operations, making it clear from the outset how many operations are scheduled and who is assigned to each.
The success of these initiatives has not gone unnoticed, with the directorate now actively seeking out the teams’ data and insights to share with others, further embedding continuous improvement within the organisation.
Showcase your excellence in continuous improvement by applying for the LCS Impact Awards—celebrating initiatives that deliver tangible benefits in quality, cost, or delivery performance while driving meaningful organisational or individual success.
