Finding a Balance between "Value Added" and Feeling Valued: Revising Models of Care

Abstract

Growing demand from clients waiting to access vital services in a healthcare sector under economic constraint, coupled with the pressure for ongoing improvement within a multi- faceted organization, can have a significant impact on the front-line staff, who are essential to the successful implemen- tation of any quality improvement initiative. The Lean method- ology is a management system for continuous improvement based on the Toyota Production System; it focuses on two main themes: respect for people and the elimination of waste or non-value-added activities. Within the Lean process, value- added is used to describe any activity that contributes directly to satisfying the needs of the client, and non-value-added refers to any activity that takes time, space or resources but does not contribute directly to satisfying client needs. Through the revision of existing models of service delivery, the authors’ organization has made an impact on increasing access to care and has supported successful engagement of staff in the process, while ensuring that the focus remains on the central needs of clients and families accessing services. While the performance metrics continue to exhibit respect- able results for this strategic priority, further gains are expected over the next 18–24 months.