Page 62 - Demo

60Today, that f igure has plummeted to l e s s than 4% thank s to p i vot al advancements in vaccinations, antibiotics, improved maternal and child services, demonstrating humanity’s capability for profound change. Our ability to improve since the 1800s warrants celebrating, but there are many problems still to solve to achieve efficient health systems while treading more lightly on the planet. We grapple with unequal access to care in low-income regions, escalating costs, workforce shor tages amid burnout, aging populations, and vulnerabilities exposed by recent pandemic s. On the sustainability front, we wrestle with environmental impacts such as greenhouse gas emissions and waste generated from hospital operations. The need to address inefficiencies and planetary impact, without compromising the quality and cost of care, is clear. To close the Execution Gap, we require a solid approach.Execution And Line Of SightOne of the most powerful attributes of lean thinking is creating a clear connection between strategy and the problems addressed at each level in the organisation. This is called line of sight as depicted in figure 2 and directly addresses the challenge of execution.At the strategic level, ambition and execution are aligned through continuous cycles of PDCA. Sustainability goals are equally embedded alongside delivery, quality and cost. At the systemic level, value streams reveal system improvement opportunities and problems to solve. The flow of patients and information is visualised and environmental challenges exposed. At the situational level, daily management systems empower teams to act on the problems revealed. In this Figure 2: The 3S Model Illustrating Line Of Sight (Heathcote, 2023, Richardson 2017)