Simplifying Process Improvement/Lean/Six Sigma Programs for Healthcare

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This presentation was presented during the IIE Engineering Lean and Six Sigma Conference, Sept 24, 2013 by Craig A. Stevens

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<ul><li><p> IIE Engineering Lean and Six Sigma </p><p>Conference 2013 </p><p>September 23-25, 2013 </p><p>Crowne Plaza at Ravinia Atlanta </p><p>Simplifying Process Improvement/Lean/Six Sigma </p><p>Programs for Healthcare </p><p>1 </p></li><li><p>The Most Efficient Doctor Visit What does excellent look like? </p><p>craigastevens@westbrookstevens.com </p><p>Doctor Lucy </p><p> Treatments </p><p>5 C </p></li><li><p>Creating a Team Focused Improvement </p><p>Program </p><p>Agenda </p><p>Our Foundations of CPI </p><p>This is an example text. Go ahead and replace it </p><p>6 </p><p>5 </p><p>4 </p><p>3 </p><p>2 </p><p>1 </p><p>3 </p><p>TQM, Lean, Six-Sigma, Strategic Project Management </p><p>Three Easy To Understand Phases </p><p>Summary of PI Program Approach </p><p>Training Levels, Tools, and Big Rocks </p><p>Levels of Resources </p></li><li><p>Westbrook Stevens, Seven Attributes of </p><p>Excellent Management Model, 1990 </p><p>People </p><p>and </p><p>Team </p><p>Building </p><p>4 </p></li><li><p>1. Excellent Leadership = Leadership </p><p>Throughout the Organization, Everyone is </p><p>Empowered to Lead Their Own Work </p><p> What Does Excellent Leadership Look Like? </p><p> What Does Our Leadership Look Like? </p><p> Are Leaders On Board and Do we have a Leader for the CPI Project? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 5 </p></li><li><p>Improvement Efforts and Missing </p><p>Elements of Change </p><p>Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering </p><p>Institute, 2008 who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_</p><p>buttlesvaldez.pdf 2/13 2013 </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Change </p><p>Confusion </p><p>Anxiety and </p><p>Frustration </p><p>False Starts </p><p>Slow or Little </p><p>Progress </p><p>Reinventing </p><p>the Wheel </p><p>Barriers to </p><p>Change </p><p>Sporadic </p><p>Change </p><p>Leadership Systems </p><p>and </p><p>Processes </p><p>Problem </p><p>Solving / </p><p>Skills </p><p>Culture Problem </p><p>Solving/Skills </p><p>Tools </p><p>People Systems </p><p>and </p><p>People </p></li><li><p>2. Excellent Culture = The Culture of the </p><p>Organization, The Culture of the Group </p><p> What Does Excellent Organizational Culture Look Like? </p><p> What Does Our Culture Look Like? </p><p> Are All Stakeholders On Board and Do we have a Willing Culture for the CPI Project? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 7 </p></li><li><p>Improvement Efforts and Missing </p><p>Elements of Change </p><p>Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering </p><p>Institute, 2008 who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_</p><p>buttlesvaldez.pdf 2/13 2013 </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Change </p><p>Confusion </p><p>Anxiety and </p><p>Frustration </p><p>False Starts </p><p>Slow or Little </p><p>Progress </p><p>Reinventing </p><p>the Wheel </p><p>Barriers to </p><p>Change </p><p>Sporadic </p><p>Change </p><p>Leadership Systems </p><p>and </p><p>Processes </p><p>Problem </p><p>Solving / </p><p>Skills </p><p>Culture Problem </p><p>Solving/Skills </p><p>Tools </p><p>People Systems </p><p>and </p><p>People </p></li><li><p>3. Excellent Customer Focus </p><p> What Does Excellent Customer Focus Look Like? </p><p> What Does Our Customer Focus Look Like? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 9 </p></li><li><p>4. Excellent Team Building = All Things People, </p><p>Team Issues, and Motivational Theories </p><p> What Does Excellent People Management Look Like? </p><p> What Does Our People Management Look Like? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 10 </p></li><li><p>Improvement Efforts and Missing </p><p>Elements of Change </p><p>Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering </p><p>Institute, 2008 who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_</p><p>buttlesvaldez.pdf 2/13 2013 </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Change </p><p>Confusion </p><p>Anxiety and </p><p>Frustration </p><p>False Starts </p><p>Slow or Little </p><p>Progress </p><p>Reinventing </p><p>the Wheel </p><p>Barriers to </p><p>Change </p><p>Sporadic </p><p>Change </p><p>Leadership Systems </p><p>and </p><p>Processes </p><p>Problem </p><p>Solving / </p><p>Skills </p><p>Culture Problem </p><p>Solving/Skills </p><p>Tools </p><p>People Systems </p><p>and </p><p>People </p></li><li><p>5. Excellent Problem Solving = All Things Skills, </p><p>Core Competencies, and Problem Solving </p><p>Tools (Project Management, Six Sigma, Lean, </p><p>Accounting, Etc.) </p><p> What Does Excellent Skills and Tools Look Like? </p><p> What Does Our Skills and Tools Look Like? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 12 </p></li><li><p>Improvement Efforts and Missing </p><p>Elements of Change </p><p>Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering </p><p>Institute, 2008 who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_</p><p>buttlesvaldez.pdf 2/13 2013 </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Change </p><p>Confusion </p><p>Anxiety and </p><p>Frustration </p><p>False Starts </p><p>Slow or Little </p><p>Progress </p><p>Reinventing </p><p>the Wheel </p><p>Barriers to </p><p>Change </p><p>Sporadic </p><p>Change </p><p>Leadership Systems </p><p>and </p><p>Processes </p><p>Problem </p><p>Solving / </p><p>Skills </p><p>Culture Problem </p><p>Solving/Skills </p><p>Tools </p><p>People Systems </p><p>and </p><p>People </p></li><li><p>6. Excellent Continuous Improvement = All </p><p>Things Change Related, Continuous </p><p>Improvement, Systems, and Processes </p><p>(Systems Thinking, CPI) </p><p> What Does Excellent Change Management (Systems and Process Improvement) Look Like? </p><p> What Does Our Change Management (Systems and Process Improvement) Look Like? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 14 </p></li><li><p>Improvement Efforts and Missing </p><p>Elements of Change </p><p>Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering </p><p>Institute, 2008 who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_</p><p>buttlesvaldez.pdf 2/13 2013 </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Vision </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Resources </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Workforce </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Capable Processes </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Organizational Culture </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Incentives </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Action Plan </p><p>Change </p><p>Confusion </p><p>Anxiety and </p><p>Frustration </p><p>False Starts </p><p>Slow or Little </p><p>Progress </p><p>Reinventing </p><p>the Wheel </p><p>Barriers to </p><p>Change </p><p>Sporadic </p><p>Change </p><p>Leadership Systems </p><p>and </p><p>Processes </p><p>Problem </p><p>Solving / </p><p>Skills </p><p>Culture Problem </p><p>Solving/Skills </p><p>Tools </p><p>People Systems </p><p>and </p><p>People </p></li><li><p>7. Excellent Performance Measures </p><p> What Do Excellent Performance Measures Look Like? </p><p> Seven Steps (1. Know the Rules, 2. Know the Goals, 3. Know the Criterion for the Goals, 4. Know the Indicators of the </p><p>Criterion, 5. Collect the Data, 6. Analyze the Data, and 7. Use </p><p>the Data) </p><p> What Does Our Performance Measures Look Like? </p><p> Where are the Gaps? </p><p> Fix the Gaps! </p><p>Our Foundations of CPI The Seven Attributes of Excellent Management </p><p>1/7/2013 16 </p></li><li><p>Creating a Team Focused Improvement </p><p>Program </p><p>Agenda </p><p>Our Foundations of CPI </p><p>This is an example text. Go ahead and replace it </p><p>7 </p><p>6 </p><p>5 </p><p>4 </p><p>3 </p><p>2 </p><p>1 </p><p>17 </p><p> TQM, Lean, Six-Sigma, Strategic Project Management </p><p>Three Easy To Understand Phases </p><p>Summary of PI Program Approach </p><p>Training Levels, Tools, and Big Rocks </p><p>Levels of Resources </p></li><li><p>Lean </p><p>Lean </p><p>Focuses on reducing waste and improving cycle time through continuous quality </p><p>improvement </p><p>Impact Improves process flow and efficiency </p><p>Improvement Focused Teams </p></li><li><p>Six Sigma </p><p>Six Sigma </p><p>Focuses on reducing errors through rigorous data analysis and statistical controls </p><p> Impact Improves quality and reduces process variation </p><p>Improvement Focused Teams </p><p>Example From the HCA PI Teams </p></li><li><p>1st Order Changes or Continuous </p><p>Improvement </p><p>1/7/2013 20 Copyright 2007, www.WestbrookStevens.Com 20 </p><p>1/7/2013 </p><p>Start </p><p>Adapt </p><p>Adapt </p><p>Adapt </p><p>craigastevens@westbrookstevens.com </p><p>Some 1st Order </p><p>Changes become 2nd </p><p>Order Changes </p></li><li><p>Project Management is Required for 2nd Order </p><p>Changes (or A Major Step Change) </p><p>1/7/2013 21 </p><p>Copyright 2007, www.WestbrookStevens.Com 21 1/7/2013 </p><p>Before the Change During the Change After the Change </p><p>craigastevens@westbrookstevens.com </p></li><li><p>Project Management </p><p>Project Management </p><p>Major Changes Require Mastering Project Management </p><p>Improvement Focused Teams </p><p>Example From the HCA PI Teams </p></li><li><p>Strategic Project Management </p><p>Strategic Project Management </p><p>Considers the overall value of the project related to desired strategic and </p><p>tactical results </p><p>Example From the HCA PI Teams </p></li><li><p>Strategic Planning Project Selection Portfolio Management </p><p>Project Management </p><p>Program Management </p><p>Process Improvement </p><p>Lean </p><p>Productivity Improvement </p><p>Ind</p><p>ustr</p><p>ial/S</p><p>yste</p><p>ms E</p><p>ngin</p><p>eering</p></li><li><p>Creating a Team Focused Improvement </p><p>Program </p><p>Agenda </p><p>Our Foundations of CPI </p><p>6 </p><p>5 </p><p>4 </p><p>3 </p><p>2 </p><p>1 </p><p>25 </p><p>TQM, Lean, Six-Sigma, Strategic Project Management </p><p>Three Easy To Understand Phases </p><p>Summary of PI Program Approach </p><p>Training Levels, Tools, and Big Rocks </p><p>Levels of Resources </p></li><li><p>Three Easy to Understand and Use </p><p>Improvement Phases </p><p>26 </p><p>A = </p><p>Assessments </p><p>P = Problem Solving </p><p>I = Implementation </p><p>Using Project Management Tools/Support </p></li><li><p>Assessment Phase </p><p>27 </p><p>A = </p><p>Assessments </p><p>P = Problem Solving </p><p>I = Implementation </p><p>Using Project Management Tools/Support </p></li><li><p>Solve Problems and </p><p>Apply GFR (Benchmarking) </p><p>28 </p><p>A = </p><p>Assessments </p><p>P = Problem Solving </p><p>I = Implementation </p><p>Using Project Management Tools/Support </p><p>craigastevens@westbrookstevens.com </p><p>GFR </p><p>GFR GFR </p></li><li><p>Step 6 Select the Solutions and Build a Project Portfolio </p><p>29 </p><p>A = </p><p>Assessments </p><p>P = Problem Solving </p><p>I = Implementation </p><p>Using Project Management Tools/Support </p><p>GFR </p><p>GFR GFR </p></li><li><p>Creating a Team Focused Improvement </p><p>Program </p><p>Agenda </p><p>Our Foundations of CPI </p><p>6 </p><p>5 </p><p>4 </p><p>3 </p><p>2 </p><p>1 </p><p>30 </p><p>TQM, Lean, Six-Sigma, Strategic Project Management </p><p>Three Easy To Understand Phases </p><p>Summary of PI Program Approach </p><p>Training Levels, Tools, and Big Rocks </p><p>Levels of Resources </p></li><li><p>Three Types of Assessments </p><p>Level One - Self-</p><p>Assessments Tool Box Available to All Sites </p><p> PM Driven </p><p> PI Supported </p><p> Operations Follow Up </p><p>Level Two - Onsite </p><p>Assessments Only a Few DVP/GVP Chosen Sites </p><p> PI Driven </p><p> PM Support (and others) </p><p> Operations Follow Up </p><p>Level Three - Third-Party Supported Assessments </p><p> Level Three (A) Third-Party Supported Assessment of Current Practices For a Few Highly Complicated or Politically </p><p>Charged Sites </p><p> PI Driven </p><p> Contractor Supported </p><p> Operations Follow Up </p><p> Level Three (B) Third-Party Assessment of New Acquisition For the Critical New Sites Chosen by </p><p>DVP/GVPs </p><p> TM Ops/Contractor Driven </p><p> PI Supported </p><p> Operations Follow Up </p><p>31 </p></li><li><p>PM Driven </p><p>Self-Assessments (Level 1) </p><p>PIP Team Onsite Assessments (Level 2) </p><p>Three Types/Levels of Assessments </p><p>32 </p></li><li><p>Level One - Self-Assessments </p><p> Materials/Tools </p><p> On-line Tool Box A Menu of Tools </p><p> Triggers for When to Use the Tools </p><p> 30 Minutes to an Hour Audios with PowerPoint Presentation </p><p> Example Projects (Green Flag Report Lessons Learned) Scheduling, Staffing/Labor, Patient Flow, Telephones </p><p> General Assessing, Problem Solving, and Implementation Tools </p><p> Website, SharePoint Site, Newsletter </p><p> Lessons Learned and Materials </p><p> Face-to-Face, WebEx, and Online Education and Training </p><p> Organizational Support Development </p><p> The HCAPS Way with a Culture of Continuous Improvement </p><p> Obtain Resources for Improvement and Sustainability </p><p>Team Room Link: http://teamrooms.hca.corpad.net/sites/hcapsproject/OPSS/Process%20Improvement/Forms/AllItems.aspx </p><p>33 </p></li><li><p>Create the Tools and Teach How to Find and Use </p><p>Them </p></li><li><p>Activity Tiers For Level Two </p><p>A = </p><p>Assessments </p><p>P = Problem Solving </p><p>I = Implementation </p><p>Using Project Management Tools/Support </p><p>Week 1 = Off-Site Kickoff, </p><p>Surveys, and Data Gathering </p><p>Week 2 = Off-Site Data </p><p>Gathering, Interviews, and Analysis </p><p>Week 3 = Managed Assessment </p><p>and Problem Solving </p><p>Week 4 + = PMs Continue </p><p>Problem Solving and </p><p>Implementation </p><p>Using Project </p><p>Management </p><p>35 </p></li><li><p>Build a Assessment Candidate Portfolio </p></li><li><p>Creating a Team Focused Improvement </p><p>Program </p><p>Agenda </p><