KUP

Key 8 – Coupling Teams

In the original 20 Keys Key 8 – Coupled Manufacturing aimed at ensuring communication and functional linkages between processes.

What does this mean? The fundamental philosophy of coupling is for all staff to come to a mutual understanding of what happens and where. It requires that teams understand that when passing work, tasks or process on to the next stage, they know what is needed and ensure the resources are available for the next stage to be completed without impediments.

Level 1

At level one all staff only think of their own work or the domain of their work. e.g reception. They only think about what they need and not what others may need.

  • Teams, e.g SGA examine the flow of resources both physical and information (e.g contact telephone numbers, referral forms, referral guidance). From the first instance to eventual outcome.
  • Encourage teams to think about when passing work along, is all the required information to hand for the next stage.
  • Use SGA’s and Improvement events to collaborate on process, to improve the linkages between teams.

Level 2

At level 2 all staff know what coupling means and understand the importance it has for productivity and smooth running of a practice. Coupling methods may vary from practice to practice due to different demographics or other factors, for example the structure of services available. Methods are defined through staff investigation and study.

  • Staff using SGA’s or protected time to investigate processes to the view of creating better methods of using those processes or helping those in the process.
  • Improvements are drawn up and are discussed at an SGA level or at an Improvement Event.
  • Practice develops a coupling plan where all processes are placed on a flow chart and the linkages shown. These are often then used as a basis for improvement events.
  • Leaders of SGA’s hold meetings to aide the creation of the coupling plan.
  • Include Patient Participation Groups in coupling plans. This allows for a patient perspective when they are, in effect, the first process to be coupled.

Level 3

At level three the teams activities are harmonised. The methods for improving coupling are known throughout the practice. Some coupling points have already been established. As there are multiple different teams completing diverse types of work there are multiple styles of coupling points that in place.

  • The teams start to create/ define coupling points.
  • Process mapping and management start to use coupling points.
  • All staff understand and agree to the plan and procedures for coupling points.
  • Create a set of coupling point styles that can be applied to differing types of work.
  • All teams, eg Nursing, Doctors, Admin,etc are not only informed of coupling points between them but these are documented and all staff can confidently recall/ implement them.
  • Create a mechanism to recognise and produce new coupling points when needed.
  • Use coupling points as a means for finding efficiencies.

Level 4

  • Coupling points are established at every level and at every stage of the practice where work is passed between teams.
  • Coupling points start to be consolidated between process, simplifying and reducing errors. This includes:
    • Flexibility, insight to when further information is needed.
    • Reliability – are there any errors, misunderstandings within the coupling points

Level 5

  • All coupling points are consolidated and optimised
  • The system is highly flexible.

At Level 5 a practice is running in unison with itself. Correct information flows quickly and efficiently with the flexibility to cope with new situations that require a differing approach to passing information or using quick changeovers that may, perhaps use different coupling points.