For LAAAJA Colleagues there’s no limit to the challenge of ‘how high is up’
The challenge was to create a shift in attitude from an incremental gains to bold collaborative thinking, idea generation and cooperation
The training has created colleagues who understand the stages of the Basadur System and how it can create ‘blue-sky’ thinking and encourages free, creative thinking and cooperative working, to promote growth in the region. It also enables them to look for opportunities with a significant degree of risk, where they used to be risk-averse.
Improving wait times at Toronto Sunnybrook Regional and Hamilton Juravinski Cancer Centers
The objective was to speed up the treatment planning process and reduce overall wait times
Stakeholders defined critical challenges, identified and assembled appropriate data, generated and implemented creative solutions which reduced wait times the most, all while using Simplexity Thinking. Teams can track progress, spot critical challenges, create new solutions and achieve results continuously.
Using Simplexity Thinking to boost innovation in the Continuous Improvement Process at an eronautics firm
To (i) reduce costs while improving the quality and performance of output and (ii) to strengthen CI processes
Grand River Regional Health Center
The objective was to reduce patient wait time from 5.5 weeks to 4 weeks
Using Simplexity Thinking, we set up a project team of experts and identified four opportunities to increase efficiency:
(i) Delegate oncologists tasks to free up their time to see patients, (ii) Streamline secretarial oversight of appointments, (iii) Implement ‘emergency patient’ appointments and (iv) Establish a separate transfusion and bone marrow unit