Minimum Job Requirements


-  7,800+ list size, S. Derbyshire, England

- March 2017

Background:

Founded in 2006, this medical practice is based in South Derbyshire and serves a patient population of 7,800. After merging with another local practice in 2009 the list size has steadily increased. Services are provided from a purpose built community health centre across three floors and they provide a range of services including an out of hour’s service. The clinical team comprises of 3 GP partners, 2 salaried GP’s, 1ANP, 3PN, 1 HCA and are supported by 4 SMT, 9 reception staff and 1 secretary. 

The improvement area:

Minimum job requirements (MJR) is one of the key improvement areas in GPIP. It focuses on the implementation of visual systems within the practice. By working with the practice manager, nurses and the reception team, this high-impact area identifies working areas and sets expectations to reduce the completion time of tasks. Everyone knows the daily tasks they are responsible for and are given a manageable timeframe to complete them. 

Seen as ‘the hub’ of the business, it was decided the reception area would form the focus of the module. There is a big age gap between staff and a wide range of skills and experience, with certain staff members covering two jobs. The team needed help to identify core requirements to help support and identify training needs. They also needed it to be sustainable to help maintain a positive working environment.

MJR provided the practice with a visual representation of all activities within the reception team’s workload, this helped to clarify the core tasks and reinforce that the tool is not there to monitor staff, but as a positive aid in identifying core skills. It also allows the business to plan ahead if a staff member leaves or goes on maternity.

Diagnosis:

Deciding on the improvements

The first session of the module was very hands-on and staff attended full of enthusiasm and armed with a list of their tasks. Staff completed the ‘post-it note’ exercise and commented on how quickly the visual board shows which jobs are completed and those that are outstanding. Once all daily tasks were mapped out, positive interaction and communication led to discussions on identifying learning gaps and how training could be used to support staff so workload could be distributed evenly. Completing the MJR module also highlighted the level of interruptions that happened, which caused tasks to take longer than expected and only added to the back-log of work. 


Results:

Headline impact:

Total time saving: 7 hours 45 minutes per week

Total cost saving: £233.40 per week

1

2 hours 15 minutes of clinical time was saved per week by having the time to clear the back-log of work, which amounts to over £185.00 worth of time being saved as staff could now focus on the job in hand

2

5 hours 30 minutes saved of administration time per week

3

Staff were given the space and time to address that specific tasks, reducing the amount of interruption and disruption by 4 hours 50 minutes

4

Improved working culture change, communication and transparency of jobs for reception team who worked proactively to support a whole team approach

5

Applying allocated times to jobs ensured a consistent approach to completing work

 
 
 
 
 
 

6

Successful implementation of the board led to a 36.5% improvement of completed jobs 

7

18% reduction in back-log of items cleared of daily tasks

8

Baseline versatility score of 66.66%, which is good for a practice of this size, target is to reach a score of 70%

9

Increased time capacity and productivity of staff

10

Improved patient flow and experience by reducing the back-log of work, so staff can focus on delivering a better experience

 

Testimonial:

“The concept of visual management for jobs is so good, we have repeated the process for all our staff groups so everybody can see what everyone has to do in a day.”