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Innovation and flexibility

Interserve invests in developing services to provide added value to our customers through long-term relationships. This is enhanced by our ability to drive continuous improvements in partnership with you. We aim to make a real and positive contribution to the delivery of healthcare.

Change management – Combine experience and innovation in every mobilisation or change management process, to ensure productivity is increased. For example, University College London Hospital moved from multi-site to zonal working teams, saving staff valuable time by reducing travel across the estate.

Design and engineering solutions – Integrated lean service design with construction and design techniques to maximise productivity gains in capital and revenue. For example, at Leighton Hospital the design was developed around patient flow and experience and incorporates natural daylight and ventilation in the design stage contributing to an environmentally-sustainable facility.

Project Apollo – Adopting the principles of Lean and Six Sigma seeking to eliminate process waste and delays to increase the value we add to the healthcare customers we work with. To date, Project Apollo has also identified significant efficiencies in the region of £1.5 million across a number of services including portering, cleaning, logistics and catering through efficiencies and improved effectiveness.

Actively engaging staff in rethinking activities has yielded major benefits in the delivery of Interserve's facilities management services at Russells Hall Hospital, part of the The Dudley Group NHS Foundation Trust. Staff from Interserve and the Trust teamed up to come up with ways of improving facilities management (FM) processes. As a result of the initiative 'Project Apollo', patients are getting a better service, productivity has been boosted and cost savings achieved. Benefits included:

• Identified over £90,000 of 'waste' activity within the portering service and scope to make savings of a further £40,000 in the future
• Major improvements to portering, including increased theatre efficiency through a 20 per cent improvement in porter response times
• Cleaning service re-organised to boost effective work time from 50 per cent to over 75 per cent
• HSDU activities improved to reduce loss of time by theatre staff
• Providing a model to the wider trust of how to involve employees in process of improving efficiency

Read more on service improvements for The Dudley Group NHS Foundation Trust in the CBI Leaner and Fitter report.

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