About Us
Operasee Make Things Better
We are a team of highly experienced hands-on coaches who move fast to help you solve problems
Our Unfair Advantage
Our Core Tenet is a patient centred approach to scientific re-design and has been the underlying principle of all our work in healthcare, we refuse to do local optimisation work.
Over the years working with many organisations, we have learned what works and what does not, in healthcare (and why). This has been codified into our book ‘Making Hospitals Work’ and in the white paper 'NHS Bermuda Triangle and How to Escape It'.
Employing a Scientific Approach, we provide Lean and Process Excellence services exclusively to Healthcare organisations (in Primary, Secondary, Community and Mental Health Care settings) from Exec Level to Front Line Services offering services including, but not limited to:
- Workforce Planning from Primary Care and Beyond
- Urgent Care Patient Flow and Length of Stay Reduction
- Earlier Time of Day Discharges
- ED Transit Time Reduction
- Scheduled Care Waiting List Reduction (Referral to Treatment)
- Theatre Scheduling
- Delayed Discharge Reduction
- Demand and Capacity Management
- Patient Pathway Design/Re-design
- Process Design and Improvement (of any kind)
- Statistical and Meta Data Analysis
- Strategy Formulation and Deployment
- Workplace Organisation
- Structured Root Cause Analysis and Problem Solving
- Communication Planning and Execution
- Logistics, Supply Chain and Stock Control
We aim always to help Healthcare organisations become self-sufficient in the above via a structured coaching, mentoring and problem solving process
Meet the team
Ian Taylor and Marc Baker are internationally recognised experts in the field of system wide Healthcare improvement,” as coaches, authors and keynote speakers.
Since August 2003, Marc and Ian have worked exclusively in healthcare, where they have coached teams at client sites in the United Kingdom, Ireland, Mainland Europe, North America and the Middle East - in the services such as Acute (Emergency and Elective), Mental Heath, Community, Rehabilitation, Primary Care, Hospice, Ambulance and Social Care.
In 2006 they became senior faculty members of the Lean Enterprise Academy UK a non profit educational organisation that is a leading voice in the lean world. They have also established a healthcare club consisting of organisations across Europe that are working on the same agenda and providing a forum to share their learnings.
In 2009 they published their book 'Making Hospital Work' which is more relevant now than ever. More recently they published their paper, along with professor Dan Jones (Lean Enterprise Academy) ‘The NHS Bermuda Triangle and How to Escape It' which has sparked significant interest and dialogue especially among government and commissioning bodies.
Ian and Marc’s motivation is to apply the principles, that they have developed, to improve quality of care, patient safety and experience, to help the development of clinicians and staff, and to help build capable organisations for the long term.
Marc Baker
Ian Taylor
Zoë Ford
Zoë worked in the NHS for 25 years. She has a special interest in improving the delivery of high quality and safe patient care, and has a background in audit, clinical governance and clinical outcomes.
Zoe’s roles in the NHS have been varied; they include NICE and Best Practice Co-ordinator and working as a Clinical Improvement Facilitator with a lean speciality. Latterly she has supported delivery of transformational programmes of work.
As a member of the Operasee team, Zoe has provided clinical improvement expertise, both in the UK and internationally, to help with the successful implementation of visual hospital, plan for every delay, plan from every review and plan for every patient.
By applying these systems to the discharge loop of the value stream, Zoe has successfully supported the organisations she has worked with to deliver high quality, safe and cost-effective care.
As well as implementation of discharge systems, Zoe’s expertise includes creation of standards and utilisation of job instruction to create standardisation; job role analysis, creation of day by hour plans and project planning. She is proficient in skill transfer and is effective in training trainers and coaching process owners.
Additionally, Zoe is highly skilled in utilisation of lean diagnostic tools to evaluate and assess patient pathways. Zoe’s experience in this area includes diagnosing problems in hospital services such as out-patient departments, Oncology Day Units and Health Records.
Helen Beel
Helen worked for the NHS for 29 years. She commenced her nurse training at Queens Medical Centre, Nottingham and qualified as a Registered General Nurse in 1988. She gained considerable experience as a staff nurse and then a junior sister working in acute medicine over 20 years.
In 2009 she was offered a secondment to support the roll out of Productive Ward. She became a permanent member of a Clinical Improvement Team within the NHS in 2010.
In Dec 2012 Helen successfully completed a Diploma in Management for Health, Social and Public Services from Nottingham University.
As a member of the Operasee team, Helen has utilised her improvement expertise to work with ward teams developing and introducing job design through the completion of Diary Exercises and the designing and implementation of ‘Day by Hour Plans’.
Helen has supported senior managers to work to achieve organisational objectives through the implementation of Visual Hospital, Level Discharge, Plan for Every Patient and Plan for Every Delay in a number of trusts.
She was instrumental in the development and design of the ‘Plan from Every Review’ document which promotes a standardized ward round where all safety critical steps are addressed and a clear and concise plan is set. This improvement work was published in the Health Service Journal.
Helen has a wealth of experience working with senior clinicians to influence them to improve the safety and quality of patient care.
