Transformation Programme at Guy’s & St Thomas’ NHS Trust

Standardised best practice across the Trust

c. £297k cost savings achieved

96% reduction in non-standard PPM tasks

Created processes to continuously improve PPM performance and compliance

The CI Projects team have done a fantastic job in helping and supporting the teams in progressing the agenda and raising our game around Planned Preventative Maintenance, standards, processes, management, delivery and reporting…

Steve Coates, Director of Engineering

Define it

Guy’s and St Thomas’ NHS Trust (GSTT) wanted to transform how they maintained their buildings and assets across three key hospital sites. This type of maintenance, called Planned Preventative Maintenance (PPM) within Facilities Management, helps to prevent problems before they occur, saving money and ensuring buildings are safe and usable.

To develop a successful plan, we worked closely with GSTT to gain a deeper understanding of the current state. Here’s what we found:

  • Inconsistent Standards: Inconsistent application of industry best practices (SFG20 standards).
  • Risk-Based Maintenance Issues: The maintenance schedule wasn’t prioritised based on the potential risks.
  • Gaps in Data: Unknown gaps in the information about the buildings and assets.
  • Supply Chain Reliance: They heavily relied on suppliers’ knowledge and data, which could create a bottleneck.
  • Lack of Standardised Processes: Different approaches were used for maintenance, leading to inefficiencies.
  • Off-System Working: A lot of work was done outside the computer-aided facilities management (CAFM) system, making it difficult to track and manage performance.
  • Unreliable Data and Reporting: Existing data and reports were cumbersome and couldn’t be fully relied upon.
  • Inefficient Lifecycle Planning: Long-term planning for equipment maintenance was inefficient.

Improve it

We designed a 3 year programme to elevate GSTT’s practices.  Our phased approach focused on establishing a strong foundation in the first year through CI Projects’ support; so that GSTT were empowered to achieve long-term sustainability and continuously improve their capabilities in the second and third years independently.

The objective was to achieve significant improvements in the following areas:

  • Compliance and Assurance: Ensuring facilities adhere to relevant regulations and safety standards.
  • Operational Efficiency: Optimising processes to save time and resources.
  • People Capabilities and Engagement: Empowering staff with the knowledge and tools for effective planned maintenance.

We employed the Lean Six Sigma DMAIC framework (Define, Measure, Analyse, Improve, Control) methodology to address these issues. We embarked on a collaborative journey with GSTT which involved:

  • Extensive Engagement: Numerous workshops, interviews, and meetings were conducted across all three sites and various stakeholder groups.
  • Data-Driven Analysis: We analysed asset data to identify opportunities for improvement and establish a baseline for measuring progress.
  • Process Improvement: Through facilitated workshops, teams actively participated in designing new, optimised processes.
  • Knowledge Transfer: We developed a comprehensive suite of training materials, procedures, and tools to empower staff for ongoing success.
  • System Integration: A new PPM compliance strategy was implemented, and alignment and integration with the CAFM system were achieved.
  • New Regime: A bespoke PPM regime was established, tailored to the specific needs and environment of the NHS Trust.

Sustain it

Effective communication and engagement was essential for successful implementation. We designed a bespoke training programme and delivered over 60 hours of training to ensure adoption and proficiency in the new ways of working.

Transparency and two-way communication were key to fostering team buy-in. We celebrated successes along the way, highlighting achievements like featuring the Engineering team’s excellent work in the internal newsletter.

The first year of the programme was dedicated to establishing a solid foundation for future transformation. We shared a roadmap and detailed plan for the next two years that the Trust could execute independently to ensure ongoing continuous improvement. We also committed to providing ongoing support and guidance through regular touchpoint meetings for the next 12 months.

By working collaboratively with GSTT, we transformed their PPM practices, ensuring efficient and compliant facilities management that supports the Trust’s vital healthcare mission.

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