At South Tees Hospitals NHS Foundation Trust, Lean methodology is at the heart of continuous improvement. The Trust empowers staff to identify inefficiencies, reduce waste, and improve processes in a way that’s practical, sustainable, and focused on patient care. This approach is embedded across departments – from clinical services to training delivery – ensuring that every improvement adds value and supports staff in delivering high-quality care.
The Redcar and Cleveland Primary Care Network Therapy Service was facing a significant backlog, with patients waiting up to 22–23 weeks for Physiotherapy and Occupational Therapy – far beyond the target of 10 working days set by the Trust and CCG. Long travel times for staff, particularly returning to the main base at Langbaurgh House for lunch and admin tasks, were identified as a key contributor to inefficiency.
The team analysed staff diaries over two months and found 160 instances where clinicians returned to base unnecessarily, costing time and mileage. They proposed using alternative hot-desk locations closer to patient visits – such as Redcar Primary Care Hospital and Low Grange Health Centre – to reduce travel and free up time for patient care.
Even small changes – like reducing midday travel – can lead to big gains in time, cost, and patient access. The team recognised this as just the beginning, with further opportunities to improve across the Therapy Service. They also identified the need for more formalised hot-desk setups and stronger links with GP surgeries to support community-based staff.
This project highlights how practical, data-driven changes can help meet performance targets, reduce delays, and improve patient outcomes. It’s a great example of South Tees staff working together to deliver smarter, more responsive care.
