• Identified peak time and instructed staff to be available at those hours; ensured completion of more day case surgeries which resulted in patients being highly satisfied with availability of same day treatment - was also able to provide value for money service to the patients• Improved quality of service by introducing feedback forms – conducted numerous focus groups and individual interviews and applied this information to Pareto principle and other root cause analysis tools and techniques • Introduced new system where Health Care Assistants carried out warfarin patient’s samples - reduced the time taken from 6hrs to 1/2hr - 1hr, thereby improving the turnaround time• Introduced weekend physiotherapy to reduce length of stay - implemented 5S, colour coding and visual management• Introduced new Materials Management team to conduct top up within wards and introduced 2 bin system, thus saving nearly 30% of the time taken in ordering for stocks refills and equipment(s)• Collected information regarding time taken in each surgical process – introduced streamlined operations which resulted in reduction of 70% of time spent during set up of operation. Ensured equipment(s), surgical kits were ready and immediately moved to improve productivity and throughput• Introduced new staplers instead of sutures and reduced the length of stay from 15 days to less than 1 or 2 days for patients after operations. This also helped in infection control and improved morale of staff members and patients

• Introduced triage in dental and appointment optimization to ensure best patient care and whilst effectively utilizing resources • Analysed and created a model for centralized lab, urgent care centres and improved the accessibility and quality of services bestowed• Conducted staff analysis: Doctors - 25 patients/shift, Dentists - 17 patients/shift, and Nurses – 50 patients/shift based on 7 mins/patient. Developed this based on National Health Strategy, similarly have done staffing analysis for number of doctors, Dentists, nurses, lab staff required to be hired• Introduced new Optometrist post to reduce time and diabetic retinopathy

• Benchmarked and implemented best practices from medical facilities in Germany, Belgium and in other parts of Europe• Facilitated strong HR service with focus on managing organization and employee - centric HR operations including prioritization for staff members who had been longer giving choices for new working hours. Brought in drastic improvements in productivity by 75%• Designed and developed training programs (buddy up) that equipped staff with the required skills to achieve the organization’s quality, financial and customer service goals• Used Layout Optimization to reduce unnecessary human motion, and used CRAFT and ALDEP to ensure smooth flow in the process and to improve efficiency• Developed Kanban Systems for buffer stock; reduced wastage and saved 3 million pounds overall yearly savings• Carried out recruitment via process mapping - reduced it from 120 days on average to less than 50 days by BPR

 New sickness policy wherein staff-interviews were carried on immediately after coming back from sickness. Stage 1 and stage 2 monitoring by working closely with different department heads and managers which reduced sickness from 8.9 percent to 4.3% New Standby points and improved performance from 69% to 87% within a period of 6 weeks Triage in ambulance so saved lots of time  New Work life balance for staff members  Identified Peak times and increased crew members during this time to provide optimal care to patients