Operations | Organisation | People | Process | Strategy
STAY CONNECTED AND SIGNUP TO RECEIVE INSIGHT updates
Constraints aren’t your enemy—they’re your friend. If you want the most bang-for-buck for your effort, despite the connotation of the word constraint, it’s precisely at that place you’ll find the leverage you’re looking for.
[ Listen to audio version, read by David Hodes]
This is Part 3 of our series on The 5-Step FOCUS: Part 1 | Part 2 | Part 3 | Part 4 | Part 5 | Part 6 | Part 7
Making a claim about leverage and the constraint is the equivalent of the Zen master’s mantra that the obstacle is the path. But of course, a constraint only exists once we have defined the system we’re analysing and have nominated its goal.
So what exactly is a constraint? Most simply put, it’s what stops you getting more of what you want—say, vehicles sold for an auto manufacturer, revenue per available seat kilometre for an airline, or rocks on ships for a mine. But is that what these organisations really want? I think not.
As per our universal goal statement for commercial enterprises, what we want as investors is a sustained, competitive return on investment. Everything else, whether cars, planes or rocks, are how we achieve that outcome. In our passion for the domain in which we work, it is common to lose sight of that which makes our continued learning and growth in that domain possible. So, best we pay attention to that which determines whether or not our shareholders will continue to invest, which is making more money, now and in the future.
Three key areas of constraints
Before we examine the ‘now and in the future’ aspect of what we nominate as the goal of our system, it’s worth analysing that system at low resolution, from the 40,000-foot view. If we’re asked to find the constraint, we should establish if it is in one of three key locations in the value chain. Is it a problem with supply? Is it a problem with our ability to make or manufacture? Or, is it a problem with the market? After all, a constraint is, in business terms at least, an indicator of the relationship between supply and demand. If there’s no pressure here, there’s no constraint.
Before commencing our analysis, we must think of our systems as extending beyond just the boundary of our organisation. We need to look deeper into how we interact with our suppliers, where their bottlenecks are, and deeper again into their suppliers. Equally, we must understand not only our customers but also how we might mitigate their customers’ constraints through our actions with them. Increasing flow across the whole value chain is a surefire way to embed a competitive advantage that’s not easily replicated.
Many years ago, I was on an assignment with a manufacturer of steel tube and pipe. There was a global shortage of the rolled steel they used as the primary raw material going into their final product. This was an example of a supply-side constraint. They had to make some pretty tough choices about which customers they would serve in full, which ones they would ration and which they would drop altogether.
“Increasing flow across the whole value chain is a surefire way to embed a competitive advantage that’s not easily replicated.”
Between 2007 and 2014, other than a small blip of softening demand caused by the global financial crisis, it was an excellent time to be involved in the expansion of iron ore mines and their associated rail and port facilities. In one of those years, I recall they enjoyed a 70% price increase. If you were a steel mill, you’d undoubtedly be feeling the supply-side pinch. But for the miners, the constraint was clearly in the ‘make’, or production, part of the value chain.
Not long before I started writing this article, I made my first airline reservation since the beginning of the first Covid lockdown, over eight months ago. You would not want to be in the airline industry after the demand for their services has so precipitously collapsed. Clearly, the constraint in this case is squarely located in the market.
The supply side constraint
Let’s take a deeper look at the three areas, starting with the supply-side constraint. As with all constraints, they may arise because of the physical limits of the system, or because there is a bad policy in place. In the steel tube and pipe example, it was clear that the limits on production were a function of the physics of the plant, and everyone across the supply chain felt its effects.
But what about an example from the world of policy? A process plant I was involved with relied on coal from a nearby colliery. The management of the plant thought it wise to put heavy pressure on the supplier to keep prices low, as energy was one of the highest costs they had in refining their product. The trouble was that the refinery was the only customer for the colliery as, once they factored in transport, their coal became uncompetitive against alternative energy sources, such as gas. In a classic example of the system archetype of the ‘accidental adversary’, the colliery was barely breaking even, and thus had no profits to fund an investment in maintaining their assets.
When deliveries were repeatedly late, and the mine was unable to produce at a rate required to sustain refinery production, the purchasing department finally understood the foolishness of their organisation’s pricing behaviour. The consequence for the plant, in terms of lost throughput, was far higher than the cost of any reasonable price increase.
The ‘make’ constraint
Iron ore has been a long term behemoth of Australia’s economic prosperity. In the days of the boom, the big mining houses invested billions of dollars, year in and year out, expanding capacity to meet demand. In simple terms, the investments went into the three major parts of the supply chain successively: mine-rail-port. There was a long-term plan which set the goal of how many tonnes they wanted to ship each year. They were deliberate in ‘finding’ the constraint—indeed, declaring it.
It was never the case that they thought of a perfectly balanced supply chain, with equal tonnage dug out the ground, railed the hundreds of kilometres to port and then loaded on ships. Knowing which of the three interlinked components of the supply chain determined how many rocks you could safely and reliably load on ships determined how they designed and built the other two and, furthermore, how people, processes and technology supported that proposition.
The market constraint
What about aviation, then? Before Covid and the shutdown of all domestic and international flights, there was a fascinating question to be answered when looking to find the constraint. Ordinarily, you might think that the major asset, the aeroplane, or ‘tail’ as they call it in the business, was what you would focus on. I had an assignment, in fact, to see what we could do to use Critical Chain Project Management to decrease the turnaround time (TAT) for major maintenance events as well as improve the reliability of promised date for return to service (RTS). The shorter the TAT, the greater the availability of tails in the fleet, the less the likelihood that unplanned breakdowns would disrupt the airline schedule.
Passengers hate nothing more than late departures and arrivals, and every airline is measured publicly on its On-Time Performance (OTP). But, based on our early results, we could see that we would be able to provide ‘free’ tails to the fleet, meaning that even taking into account unplanned events, there was spare capacity that could be deployed to improve overall OTP. Once this capacity buffer was in place to protect the market, there would be yet more capacity, begging the question of what to do with it. Sell the surplus tails? Open up new routes? Nothing?The constraint would move under these circumstances, whether or not management acknowledged that fact.
“With a vaccine on the horizon, airlines will be asking:
‘Where do we want the constraint to be?’ ”
Conceptually, the constraint would move into the market. Were there enough slots at the airports we wanted to fly to? Were there enough passengers to fly on any or all of those flights, if we were to get additional slots? Were there any new routes we could open up which could profitably use the capacity we found? It may take a long time to get back to the circumstance when we again ask these questions. Indeed, many airlines have cancelled orders for new planes and have their tails parked in the hot central Australian desert in Alice Springs. But, with a vaccine on the horizon and a return to a new normal with local and international travel, airlines will once again be asking: ‘Where do we want the constraint to be?’
Issues with the production constraint
Let’s give a final thought to an example of looking through your constraint and deeper into the value chain to establish the overall constraint. On an assignment for a global confectionery company, we looked at the value chain associated with their moulded chocolate lines. If we restricted our assessment to the production facility, it was apparent to everyone that the moulding machine itself determined the number of slabs we could make per shift.
There was more than enough capacity for mixing, wrapping and packing. In fact, they had recently completed the commissioning of a new moulding line for an investment of twenty-five million pounds. With such a large investment, the production team wanted to maximise the efficiency of the plant, producing big batches of different products and avoiding downtime for washups and changeovers. This approach, however, meant that running through the cycle of all the products would take a month.
Now, the retailers who sold the product had two essential measures: Gross Margin Return on Capital (GMROC) and Gross Margin Return on Space (GMROS). The first measured the velocity of the contribution from their investment in stock; the second tracked the return they were getting for the finite shelf space available to the store. In this way, they could measure one product or category against another and determine which one gave a better ROI for their twin constraints of space and money.
We did the numbers to demonstrate to the ops team that the business would be far better off if they made smaller batches and replenished more frequently. Paying heed to optimisation of washouts and setups wasa furphy. The rapid relenishment strategy had the effect of delivering a far better GMROC and GMROS to the retailer and even allowed us to secure a better price as a result. The bottom line? You can often make more by thinking about your customer’s constraint than by trying to optimise your own.
Finding the constraint may sometimes be obvious, but certainly not always. And it frequently requires the team to test their assumptions around the goal and consider various pressures on the customer and supplier side, as well as within their own operation. But, once you’ve designed the constraint into your system, rather than playing whack-a-mole from week to week, you can quickly gain leverage. Next, it’s time to optimise around the constraint you’ve defined.
____________________________
This is Part 3 of our series on The 5 Step FOCUS.
Part 1: Identifying the System
Part 2: Setting the Goal
Part 3: Find the Constraint
Part 4: Optimise the Constraint
Part 5 : Collaborate Around the Constraint
Part 6 : Uplift System Performance
Part 7 : Start Again
____________________________
What’s next?
The change from standard thinking to Theory of Constraints (TOC) is both profound and exhilarating. To make it both fun and memorable, we use a business simulation we call The Right Stuff Workshop.
We’d love to run it with you. To learn more:
- download the brochure (no email required)
- schedule a call
____________________________
____________________________
Understanding the Jobs Patients Need Doing
A patient may ask for a smaller device, a clearer display or an easier app. Those requests matter, but they leave a deeper question unanswered: what is the person trying to accomplish, and why does the current approach make it difficult?
Someone using a monitoring device may want to understand whether their condition is changing, decide when to seek help or manage daily activities with greater confidence. The device is one means of achieving that outcome.
A powerful question asks how well your organization understands the jobs patients are trying to get done. A strong answer connects patient research with clearly defined outcome statements that become the formal user needs your teams use to build the design history file. Outcome-based user needs are easier to validate, flow more easily into design requirements, and result in faster time to market.
“A feature request describes a possible answer. Understanding the patient’s job to be done sets your design team up to deliver a better solution faster.”
Define the job from the patient perspective
A useful job statement describes an activity the patient needs to accomplish in a relevant context. It should remain understandable without naming your product or preferred technology.
“Use our app every day” describes behavior your organization wants. “Provide a way to recognize when a change in my condition requires professional advice” describes the outcome a patient actually desires.
The distinction affects research. If the team starts with the app, it will ask how to improve screens and interactions. Starting with the job opens questions about information, confidence, timing and support. The best solution may involve changes beyond the app.
Define a scope the team can investigate. “Live a healthier life” expresses an aspiration but is too broad to guide detailed engineering decisions on its own. “Minimize the time it takes to find a solution to my health concern without needing to talk to a doctor or call someone” gives a team a direction, a measure, an object of control and contextual clarifier(s).
Distinguish the job from the journey
Journey mapping shows how people move through a particular care pathway. Job mapping examines what they must accomplish to achieve their purpose, including the work surrounding the interaction with your solution.
The two perspectives complement each other. A journey may show that a patient waits for follow-up. The job perspective asks what they are trying to understand or decide while waiting.
This matters because current processes can become embedded in the team’s assumptions. Patients may need a reliable way to recognize an important change; they do not necessarily need the exact sequence of activities currently provided.
Use the journey to understand context and dependencies. Use the job to examine whether a different approach could help the patient achieve the desired outcome more effectively.
Study daily life where it happens
Patient research begins with observation and empathy interviews at the Gemba, the place where the activity actually occurs.
For patients, that place includes the home and the settings in which they manage health alongside ordinary responsibilities. Ask people to demonstrate routines, explain decisions and describe recent experiences.
Observe what they do. Immerse yourself in the circumstances surrounding the activity. Engage through questions that let them explain their purpose in their own language.
A person may say that managing treatment is straightforward while observation reveals multiple reminders, improvised storage or reliance on a partner. Those arrangements can reveal effort and uncertainty that have become familiar enough to go unreported.
The aim is to understand the why your solution will win before making any decisions about what your solution will do. Customers will want your solution because of the outcomes it gives them, not because of what you made.
Recruit for differences that affect the job
Patients with the same diagnosis may struggle with different parts of an activity. Differences in confidence, experience, resources and support can change how they define success.
Recruit participants whose circumstances reflect the population you intend to serve. Include relevant variations in health literacy, technology familiarity, physical ability and access to care. Are you targeting the tech savvy millennial, a busy parent trying to run a family with four kids or a retiree living in a managed healthcare facility?
Research should also examine emotional and social needs. A patient may want reassurance about managing a task alone or worry about drawing attention to a condition. Keep these needs visible alongside functional outcomes without assuming one design choice resolves them all.
Examine the complete job
The job mapping framework divides a job into eight recurring steps. These steps prompt investigation beyond the most visible interaction.
- Define. Establish what the patient needs to achieve and the circumstances that matter.
- Locate. Establish how the patient will find the information, materials or support required, including your solution.
- Prepare. Uncover how the patient will arrange the environment and resources for the job to be done.
- Confirm. Understand how the patient will make the decision to go forward with your solution and determine whether everything is ready for the intended next action steps.
- Execute. What outcomes matter to the patient as they get your solution and start using it. Often this is the ONLY job step the team looks at.
- Monitor. How will the patient assess and know for sure your solution is progressing successfully.
- Modify. Rarely do things work perfectly on the first try. Identify outcomes that are important to the patient when adjustments to the approach are needed when conditions or results require it.
- Conclude. Complete the set of outcomes by understanding how the patient completes the activity or prepares to repeat it.
Apply these prompts to actual patient work. Some steps may recur or overlap. The map should help the team discover needs, rather than force experience into an artificial sequence.
“The most useful innovation may help a patient prepare, recognize an exception or recover confidence before it changes the device itself.”
Turn patient language into outcome statements
Interviews generate verbatims: patients’ own descriptions of experiences, difficulties and expectations. Preserve that evidence, then interpret what each statement reveals about the job.
An illustrative verbatim might be, “I keep checking because I don’t know whether the reading matters.” The desired outcome may concern recognizing a meaningful change or understanding what action is appropriate.
A structured outcome statement identifies the direction of improvement, a measure, the object being controlled and relevant context. For example: “Minimize the time required to determine whether a change in a reading requires contacting my care team.”
Ask the team if there are uncovered outcomes that can set your solution apart related to how it is purchased, installed, received, set up, learned with training support, transported, maintained, upgraded, replaced or disposed.
This formulation gives research and design a clearer target. It does not establish a clinical threshold or promise that a device can safely make the decision independently, but often the features that will make your solution “easy to use” or set you apart will come from these outcome statements.
Preserve meaning as you organize the evidence
Several comments may describe the same need. One comment may contain multiple needs. Review the evidence carefully before combining it into a set of outcomes.
Remove duplication, separate distinct outcomes and retain links to the original accounts. Use plain language that patients can understand. Avoid embedding a particular feature in the statement.
Check the interpretation with participants or other appropriate reviewers. “I want fewer notifications” might mean reducing irrelevant interruptions while preserving important information. Treating it as a demand to suppress all alerts would misrepresent the need.
The output should be a coherent set of outcomes organized by job step. Completeness and clarity matter but typically it is ideal to have at least 100 and no more than 200 outcome statements for the team.
Measure importance and satisfaction separately
Qualitative research discovers needs and explains them. Quantitative research helps determine how widely they matter and how well existing approaches satisfy them.
Ask patients to rate the importance of each outcome and their satisfaction with their current ability to achieve it. Make the reference situation clear so respondents evaluate comparable experiences.
A high scoring importance outcome with low satisfaction deserves investigation. High satisfaction may indicate that the need is already well served so the team can use what already exists and put more time in creating innovative solutions to high importance low satisfaction outcomes. Low importance can reduce its priority, although clinical safety requirements cannot be dismissed through a popularity score.
Use a research design appropriate to the intended population. The outcome statements are easy to rate on a five point Likert scale. Choose population quantitative research in alignment with your target persona groups.
Identify opportunities within patient segments
The Outcome Driven Innovation approach uses importance and satisfaction to identify underserved outcomes. Its opportunity calculation adds importance to the positive gap between importance and satisfaction.
Use compatible scales and a clearly defined calculation. Interpret the result alongside the underlying responses, research quality and the clinical context.
Examine differences between groups. An outcome that appears adequately served overall may remain difficult for patients with less support or a different level of experience.
These differences can reveal meaningful segments based on unmet needs. They help the organization avoid treating demographic similarity as evidence that patients need the same solution. Prioritization should retain enough detail to explain whose outcome the proposed improvement will change.
Connect outcomes with development decisions
A target product profile brings the priority outcomes together with business goals, available technology and other relevant requirements. It helps the team agree what success should look like before committing to a concept.
Translate patient outcomes into design inputs and measurable requirements while preserving traceability to the evidence. Define which questions remain uncertain and what research or testing will resolve them.
Evaluate concepts against the outcomes they are intended to improve. Ask whether the proposed approach reduces effort, uncertainty or difficulty for the relevant patients and results in higher satisfaction scores than the baseline solution. A favorable reaction to an attractive prototype provides limited evidence unless the team can connect it with better execution of the job.
Keep patient progress connected to system performance
A priority patient need may involve work performed by a clinician, caregiver or service provider. Investigate those dependencies before deciding that a product change will solve the problem.
The Theory of Constraints helps identify where improvement can change the performance of the wider pathway. A better patient interaction can have limited effect if access to essential support remains constrained.
A Value Management Office can coordinate the initiatives needed to address these connected issues and keep investment aligned with patient outcomes.
“Patient insight becomes useful design evidence when the team can show which outcome matters, who struggles with it and how the solution improves it.”
What comes next
Use patient jobs to be done to review one priority patient job. Can your team state it clearly, map its steps and demonstrate which outcomes are highly important and poorly satisfied?
Start with observation and patient conversations. Build and validate the outcome statements, measure priorities and test concepts against them. That discipline gives Patient Centered Design a practical foundation for better products and more lives changed for good.
The healthcare professional: a hidden constraint in patient flow
A healthcare professional can recognize the value of a medical device and still struggle to incorporate it into care. The referral may be incomplete. Diagnostic evidence may arrive late. Preparation may require extra staff. Follow-up may introduce work that nobody has agreed to own. Managing the patients before and after may require additional staff which adds risk to the business side of the practice.
Those difficulties affect the clinician’s ability to help patients reach and benefit from your solution. They deserve attention during development and throughout deployment.
The purpose is to understand how professionals encounter, assess, recommend and use a solution, and what constraints they encounter in using your solution.
A useful map connects the professional’s experience with patient flow. It helps the organization identify where support, coordination or design changes can improve the delivery of care.
“Clinical enthusiasm cannot create the time, information or supporting capacity needed to deliver a therapy.”
Identify the professionals who shape the pathway
Healthcare professionals perform different jobs at different stages. A referring practitioner, diagnostic specialist, interventional physician, nurse and educator may all influence whether the same patient receives successful care.
Define which groups participate in your pathway and what each contributes. Who recognizes the need? Who establishes eligibility? Who performs the procedure? Who trains the patient? Who monitors outcomes and manages exceptions? Who manages insurance?
Include people whose work makes these actions possible. Coordinators, technicians and administrative staff may arrange appointments, prepare equipment or assemble records. Their contribution can govern whether clinical time is used effectively.
The map should make dependencies visible across roles. It should also clarify which actions fall within your organization’s influence and which require collaboration with care providers or other affected parties.
Distinguish roles from personas
A professional title tells you part of the story. Experience, setting, case volume, access to support, business acumen and familiarity with the therapy can change the work considerably.
An experienced specialist in a well-supported center may encounter different difficulties from a clinician who sees the condition infrequently or works in a rural area. A nurse coordinating a dedicated service may have options unavailable to someone balancing that responsibility with other duties.
Develop personas around these differences. Examine confidence in interpreting evidence, decision authority, available time, training needs and exposure to clinical or organizational risk.
Use research to test the distinctions. Personas should explain variations in behavior and requirements. They should help the team understand why an approach that works in one setting may fail to support another.
Map the journey from first awareness to continuing care
The professional’s journey may begin with awareness of an unmet clinical need or information about a potential solution. It continues through evaluating evidence, discussing alternatives and deciding whether the therapy belongs in their practice.
Adoption can involve local approvals, purchasing, training, changes to referral patterns and coordination with other teams. Clinical use then includes preparation, treatment, documentation, handover and follow-up.
Map these activities without assuming a single linear sequence. Professionals may return to evidence review after a difficult case or revise their approach when colleagues raise concerns.
Distinguish the journey of adopting the therapy from the recurring journey of delivering it to each patient. Both matter, but the barriers and improvement measures can differ.
Capture decisions and dependencies
At each stage, ask what the professional is trying to accomplish and what must be available before the work can proceed.
A decision may depend on diagnostic results, a complete patient history, clear eligibility criteria or advice from another specialty. A procedure may depend on staff, equipment and an appropriate location. Follow-up may depend on information that must be captured earlier.
Show the handovers between roles, including who supplies information and who receives it. Record where uncertainty is resolved and where work is repeated.
This reveals how a product can add burden beyond its immediate interaction. A useful output may still consume scarce clinical time if the professional must retrieve, interpret, reformat and document it through separate systems.
Measure the work and the waiting
The time required for a clinical activity can differ greatly from the time a patient waits to receive it. Both belong on the map.
Measure preparation, clinical work, documentation and recovery from problems where relevant. Record queues, appointment delays and time lost waiting for missing information.
Distinguish professional effort from elapsed time. Some delays consume little active attention but prevent patients progressing. Others require repeated chasing, rescheduling or explanation, drawing capacity away from care.
Define a common unit of work so comparisons remain meaningful. Cases with different complexity may require different analysis. Averages alone can hide the patients or professionals who face the greatest difficulty.
The purpose is to understand usable capacity and patient progress in the actual working environment.
Find the capacity that governs patient flow
A pathway may depend on a small amount of specialist attention surrounded by many competing demands. Headcount alone will not show how much of that attention is available.
Examine what professionals spend their time on, including avoidable administration, repeated assessments and interruptions. Determine whether the relevant constraint is clinical expertise, supporting staff, diagnostic access, equipment or a policy governing work.
The Theory of Constraints helps focus improvement on the factor limiting the whole pathway. Increasing referrals to a service already unable to process them can lengthen waiting without increasing treatment.
Investigate the apparent bottleneck before choosing a response. Better preparation or coordination may release capacity. In other cases, additional resources or changes to the operating model will be necessary.
“The measure of a design improvement is its effect on clinical work and patient progress, including the work it creates elsewhere.”
Observe clinical work at the Gemba
The Gemba is where the work actually happens. Direct observation helps teams understand how professionals use information, equipment and judgment under real conditions.
Observe preparation, interruptions, handovers and the work following the visible procedure. Ask what the professional expected to receive and what they had to obtain independently. Capture workarounds and job “cheat sheets” that are homemade to make working with your solution easier.
Workarounds deserve particular attention. A clinician may keep a private checklist because the formal process omits an important step. A coordinator may repeatedly contact another service because information arrives inconsistently.
These practices reveal requirements that interviews alone may miss. Discuss observations with the people involved so the team does not mistake an isolated event for a routine pattern. Include different settings and experience levels in the research.
Build the baseline from several sources
Gather organizational knowledge and assess technology and business perspectives before moving toward a solution. Apply that discipline to the professional journey.
Use existing clinical insight, training questions, support records and prior implementation experience to draft the map. Identify assumptions and gaps.
Assess the technologies already supporting the work. Consider compatibility with the environment, availability, maintenance, reliability and the practical resources needed for use.
Clarify the business conditions surrounding adoption. Purchasing arrangements, competing initiatives, staffing decisions and local policies may determine whether a clinically attractive solution can be implemented.
This baseline makes research more focused. It also prevents the development team from proposing changes that depend on unavailable capability or unacknowledged commitments from others.
Involve the people who can enable change
Voice of Business research asks leaders about desired outcomes, frustrations, risks and obstacles. It also identifies decision makers and influencers who should participate early.
For a healthcare professional pathway, this means understanding who can authorize changes to responsibilities, processes, resources and technology.
Ask which other initiatives could affect implementation. Identify the independent reviewers who can challenge the team’s assumptions. Agree what success will look like from the perspective of clinical work and patient outcomes.
Make the findings visible to the team members and relevant leaders. A professional may welcome a new approach while lacking the authority to secure the resources it requires. The project needs a realistic route from individual support to organizational adoption.
Use FOCUS to improve the journey
Apply the five-step FOCUS process to the evidence gathered through mapping.
Find the constraint. Identify the activity or resource currently governing the flow of suitable patients through care.
Optimize for it. Protect scarce capacity from incomplete information, unnecessary preparation, avoidable interruptions and repeat work.
Collaborate around it. Coordinate upstream and downstream roles so patients, information and resources arrive when needed.
Uplift it. Add capability or change responsibilities, processes and technology when existing capacity cannot meet the need.
Start Again. Review the pathway after improvement and identify its new limiting factor.
Automation can help when the task is understood and the proposed change supports clinical work. Evaluate its consequences, including review effort, exception handling and any burden transferred to another professional.
Turn the map into a shared improvement plan
The map should lead to a manageable set of changes with clear owners and measures. Test those changes in relevant settings and examine their effect on both professional effort and patient progress.
A Value Management Office can connect the initiatives with priorities, resources and project decisions. Clinical teams and other participants must remain involved in judging whether the changes improve work in practice.
“An effective professional journey supports a clinician through the complete job, from readiness to follow-up.”
What comes next
Use the healthcare professional journey to examine one priority pathway. Can your team explain who performs the work, where capacity is lost and what currently limits patient progress?
Build the map with the professionals involved. Establish the baseline, test an improvement at the constraint and review the result. Patient Centered Design advances when the solution and the surrounding system make beneficial care easier to deliver reliably.
“`
