Jones C, Silvester K. Planning the Appointment Slot-Capacity for an Urgent Suspected Cancer Clinic: Part 1. Journal of Improvement Science 2018: 52; 1-19.
Plans to consolidate the Abertawe Bro Morgannwg University Health Board (ABMUHB) breast service from three sites to two gave us the opportunity to develop a live dashboard. We needed this to monitor our weekly Urgent Suspected Cancer (USC) breast referrals (demand), activity (number of USC patients seen at their first clinic appointment), waiting list (the work-in-progress or WIP) and historical lead-times (time from referral to first seen in clinic).
The WIP, activity and Little's Law allows us to predict the future lead-times and compare them with the target maximum lead-time of two-weeks. This real-time feedback loop enables the service managers to monitor their system and to proactively plan and provide the sprint capacity needed to bring the WIP down before patients' lead-times exceed two weeks.
This essay is Part 1 of a bigger story and explains how we gleaned the historical data for the USC Breast service to develop the live dashboard and how we assessed if our newly designed dashboard was fit for purpose.
Breast; Cancer; Complex Adaptive System (CAS); Dashboard; Feedback Loop; Health Care Systems Engineering (HCSE); Healthcare; Lead Time; Little's Law; Monitor; Outpatient Clinic; Planning; Referral-to-Treatment Time (RTT); Resilience; Slot-Capacity; Sprint Capacity; Two-Week Access Target; Urgent Suspected Cancer (USC); Validation; Verification; Visual Reporting; Waiting List Initiative (WLI); Work In Progress (WIP)
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