When you’re measuring the overall success of your Lean programme, surely a major indicator that you’re on the right track has to be the proportion of time the team spends on the activities that actually create Value, and how it changes over time.

Virginia Mason Medical Center measure this through the amount of time the nursing staff spend… nursing. Which is what you’d want them to be doing if you’re in their care.

Getting Back to Nursing
In most hospitals, nurses spend about 35 percent of their time in direct patient care. With VMPS, Virginia Mason nursing teams increased it to 90 percent.

In my organisation, this will typically be the proportion of time the Account Team spends designing, coding, testing, building and deploying infrastructure etc.

What would it be in yours?

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Martin Burns

Transformation Consultant at CA Inc (formerly Rally)
Previously: Leader of software delivery portfolios in large scale orgs.
Specialism: Transforming complex delivery organisations to be more Lean/Agile.
Mindset: Continuous Improvement Obsessive
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CC BY-NC-SA 4.0 How Much Value Adding Time do you Spend? by Martin Burns is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

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