Transforming the Healthcare Organization through Process Improvement

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Transforming the Healthcare Organization through Process Improvement"

Transcription

1 WHITE PAPER Whitepaper Transforming the Healthcare Organization through Process Improvement

2 The movement towards value-based purchasing models has made the concept of process improvement and its methodologies an important component of healthcare s future. Whether Lean, Six Sigma, Total Quality Management or Re-engineering, a scientific, methodological approach to becoming a performance-driven organization will be vital to achieving success in the new model. In the following pages, using some lessons gleaned from Virginia Mason Medical Center and the Virginia Mason Institute, we will examine: Some basic concepts for process improvement What your organization can do to set up the infrastructure for process improvement How to identify opportunities to accelerate improvement Some examples that can better help you understand the concepts and implementation Basic Concepts: Choose the Method That s Right for Your Organization At the core of process improvement is finding a process or method that is the right fit for your organization. While all focus on engaging organizational involvement to improve quality, operational and financial performance through implementing stable processes, there are some general differences. All are based to some degree on data, standardization and reducing process variation, but Lean and Six Sigma are much more grounded in this foundation than some other methods. For example, each of the systems might have a bit of a different primary focus Six Sigma is mainly about reducing variation, Lean about removal of waste and a system like Theory of Constraints, removing obstacles or roadblocks from a process. Once you get past the main focus, these methods seem to look very similar or aspire to the same things in many cases. Some questions to consider: How receptive is your organization generally to change and innovation? Is your organization quick to adapt to new ideas and/or processes? What problem(s) are you trying to solve? Is it a design issue, process, variation or specific business need? Is it a narrow or cross departmental/corporate issue? So how to choose? The culture of your organization will be a major determining factor in what method you choose. If your organization places a high value on data and is highly analytical, Six Sigma may be the way to go. If your culture is more process oriented, finds more visual change important and likes to move a bit more quickly, Lean could be the best option. In situations where the change is more departmentally focused, or there is not a need to involve the entire organization, then something similar to the Theory of Constraints model may work best. Lean and/or Six Sigma may be most helpful in complex healthcare settings where there are a high number of transactions or mistakes can be very expensive. These methods can also be very well matched to these settings because of the 2

3 increased focus on never events and the potential for medical errors. In smaller settings, or where processes are generally simple, these methods may not be as necessary. Any process improvement method can offer valuable resources, theories and practices. The challenge is to ask the right questions in determining the best fit and making sure that the program you choose is sustainable and flexible enough to adapt as the needs of your organization evolve. Whole Organization Buy-In Once the method is chosen, there must be organizational alignment and accountability that begin at the very top. Leadership must first exhibit a commitment to organizational transformation and continued alignment in all areas. They must also communicate a clear strategic framework with explicit goals, timetables and accountability/ ownership. This framework must foster an environment in which people feel free and safe to engage in improvement. Encouragement of innovation is key, as is constant communication. During their careers, many middle managers and staff may have been saddled with quality initiatives that seem like a flavor of the month. If your efforts are to be successful, they must be continued and sustained for a period of years, ultimately becoming ingrained in the culture of your organization. New programs take time to understand and staff must use the processes on a reiterative basis in order to gain the experience to make projects and reporting requirements truly successful. If there are frequent changes to terminology or reporting requirements, for instance, then the programs become more of a burden than a tool. Finally, communication of unit-based results against goals, such as posting charts, illustrates definitive progress to all stakeholders. Outcomes tracking evaluates adherence to approved programs, quantifies goals and builds credibility by identifying possible issues and can establish a new baseline for the next project. For example, structural requirements for the Virginia Mason Production System include: Process improvement programs/leaders aligned with operational executive leadership Executive sponsorship with accountability for sustained results Education Standardization of tools, results reporting and communication Getting Started In the early parts of any process improvement program, it is important to not be overly aggressive, but to initially concentrate on what is called in the Lean process, point improvements. The focus should be on key areas and learning how to use and apply the tools. Be deliberate it is a journey, not a sprint. Root out basic problems, make improvements and build a foundation. Focus on point improvements - try to choose initial projects that are: Important because of customer demand build a foundation Core to the overall facility strategy root out basic problems make improvements Ripe for improvement in cost or process 3

4 Think about instituting what the Virginia Mason Institute refers to as everyday Lean ideas (ELI). ELI is about small, quick-to-implement improvements made by staff in a local work unit. They often focus on improving safety, reducing defects, organizing materials or information and saving time and money. The beauty of ELI thinking is that it immediately delivers small improvements while embedding Lean thinking into staff. Ideas are fully tested and proven before they are implemented. Safe, simple yet effective examples include placing a stop sign in a pharmacy work station that reads, No interruptions during chemo reviews, eliminating a potential source of medical error. In a patient financial services department, paperwork was reduced by scanning all referrals upon receipt, then shredding the documents. This step saved 30 minutes of staff time per day storing documentation. Another example focused on adding valuable nursing time at the bedside, but brings to light many pieces of the workflow that are also applicable to other tasks and processes. Using a process called 5S, a continuous improvement cycle built on Sort, Simplify, Sweep, Standardize and Self Discipline, teams set about organizing common areas, nursing stations and medication rooms. They sorted, simplified and standardized the areas, so that everything was clean and placed in its proper location so they could find what they need without delay. Extra shelves and cabinets were taken away so they would not fill up with unnecessary items. They next worked on the patient rooms, simplifying the supplies and moving equipment to designated locations so that staff would not waste time searching. They also made sure that linens and the most-needed supplies were available for justin-time use, saving time and footsteps in search of supplies. Central Supply and Housekeeping took the lead to replenish items throughout the day. Previously, nurses and patient care technicians (PCTs) cared for patients whose rooms were scattered across the unit. They reconfigured their workstations into nursing zones so that the nurse and the PCT were clustered near their assigned rooms, improving communication and saving footsteps. At Virginia Mason, 5S is defined as a strategy that helps to keep our workplace safe and organized - it is a foundational element of the Virginia Mason Production System (VMPS). Sort separates necessary from unnecessary Simplify makes places for necessary items Sweep a form of inspection that ensures everything is returned to its proper place Standardize creates a standard agreement and communicates it to the team Self Discipline maintains standards through training, empowerment, commitment and discipline 4

5 Nursing also sought to eliminate medication errors and falls. The nurses began documenting their care in or near the patient s room and paired two nurses together at the bedside to double-check the physician's order for high-risk medications. Nursing also implemented a bedside handoff for their shift-change report, involving the patient and family in the discussion and improving safety. The goal was for the oncoming nurse to be clear about the patient s physiological status, plan of care and patient-safety risks. A whiteboard was posted in the room to enhance communication, flagging key information that was important for nurses, patients and families to know. These steps, along with some other processes, improved bedside care time to 78 percent over time. Nurses and PCTs took many fewer steps to do their job (from 5,818 to 846) and nearly halved the cycle of time it took to complete their work. Call lights were illuminated less often and patient satisfaction increased. Sustainability and Growth Standard Work is defined as an agreed upon, repeatable sequence of work assigned to a single operator at a pace that meets customer demand. In time, the transition in process improvement will move to the next step that the Virginia Mason Institute refers to as line improvement, which begins to link processes across departments and develops more standard operations and standard work for leaders. What is standard work? At Virginia Mason, standard work is defined as an agreed upon, repeatable sequence of work assigned to a single operator at a pace that meets customer demand. It is generally the foundation of continuous improvement and should be used in some way in your process so that any gains through process improvement are not lost over time. As your organization gets better at getting better, more shared priorities will lead to further alignment of systems measuring performance, alignment of accountability across diverse stakeholders and partnerships that drive a higher level of care. Standard work generally involves: A simple written description of the safest, highest quality and most efficient way known to perform a particular task or process The only acceptable way to do the process it describes Expected to be continually improved Includes the amount of time needed to do each task Focuses on employee, not equipment or materials Reduces variation, increases consistency Needed in all work areas 5

6 In conclusion, it is important to emphasize an aligned, accountable, process-driven improvement program is not necessarily about the size of the healthcare organization or complex IT systems needed to harness the data on which some projects can depend. It s about listening to the customer and the employees, uncovering, implementing and tracking opportunities and creating stakeholder value while creating knowledge all rooted in metric-based accountability. Healthcare s new model will demand consistent, ongoing and measurable improvement for providers to maximize reimbursement and protect their margins. Adopting a process improvement model promptly will benefit any size healthcare entity in staying ahead of the curve. Contact Amerinet Customer Service About Amerinet Inc. As a leading national healthcare solutions organization, Amerinet collaborates with acute and non-acute care providers to create and deliver unique solutions through performance improvement resources, guidance and ongoing support. With better product standardization and utilization, new financial tools beyond contracting and alliances that help lower costs, raise revenue and champion quality, Amerinet enriches healthcare delivery for its members and the communities they serve. To learn more about how Amerinet can help you successfully navigate the future of healthcare reform, visit Amerinet Inc. Two CityPlace Drive, Suite 400 St. Louis, MO

BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY

BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY Author: Jason A. Coons, Program Manager, TechSolve Abstract Lean is an extremely powerful tool in identifying and eliminating waste. The

More information

Transforming the pharmacy into a strategic asset

Transforming the pharmacy into a strategic asset Transforming the pharmacy into a strategic asset Unlocking hidden savings Ten-hospital health system in the Midwest Success snapshot In a time of reimbursement reductions and declining revenue, cost reduction

More information

The Art and Science of Winning Physician Support for Six Sigma Change

The Art and Science of Winning Physician Support for Six Sigma Change Six Sigma The Art and Science of Winning Physician Support for Six Sigma Change By Walter Ettinger, MD and Mark Van Kooy, MD Six Sigma is a process improvement methodology that is remarkably effective

More information

Lean and Six Sigma Healthcare Fad or Reality. Vince D Mello President

Lean and Six Sigma Healthcare Fad or Reality. Vince D Mello President Lean and Six Sigma Healthcare Fad or Reality Vince D Mello President TODAY S DISCUSSION About Lean Methodologies Application benefits and outcomes About Six Sigma Key learning's QUALITY FUNDAMENTALS Function

More information

Early Lessons learned from strong revenue cycle performers

Early Lessons learned from strong revenue cycle performers Healthcare Informatics June 2012 Accountable Care Organizations Early Lessons learned from strong revenue cycle performers Healthcare Informatics Accountable Care Organizations Early Lessons learned from

More information

Whitepaper. The Benefits of Healthcare Benchmarking How To Measure and Beat the Competition

Whitepaper. The Benefits of Healthcare Benchmarking How To Measure and Beat the Competition Whitepaper The Benefits of Healthcare Benchmarking How To Measure and Beat the Competition Benchmarking is a topic that continues to trend in the news daily not only in healthcare, but in a wide range

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

2013 Virginia Mason Medical Center

2013 Virginia Mason Medical Center Objectives Recognize the challenges to Ambulatory Clinic Flow Apply Lean Tools and Methods to Improve Clinic Flow Describe the benefits of Team Based Care A Day in the Life of a Primary Care Provider The

More information

NAVIGATING THE BIG DATA JOURNEY

NAVIGATING THE BIG DATA JOURNEY Making big data come alive NAVIGATING THE BIG DATA JOURNEY Big Data and Hadoop: Moving from Strategy to Production London Dublin Mumbai Boston New York Atlanta Chicago Salt Lake City Silicon Valley (650)

More information

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations Health Data Analytics Data to Value For Small and Medium Healthcare organizations HEALTH DATA ANALYTICS WHITE PAPER JULY 2013 GREENCASTLE CONSULTING Abstract This paper is targeted toward small and medium

More information

Ambulatory Service Redesign - Professional Practice Development and Patient-Centred Care

Ambulatory Service Redesign - Professional Practice Development and Patient-Centred Care Poster Session HRT1317 Innovation Awards November 2013 Brisbane Ambulatory Service Redesign - Professional Practice Development and Patient-Centred Care Presenter(s): Roisin Dunne and Janet See Hospital

More information

Healthcare Technology Project Ownership

Healthcare Technology Project Ownership Healthcare Technology Project Ownership Celwyn C. Evans A B S T R A C T Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results

More information

Operations Management and Lean Six Sigma. Presented by: David Muncaster Manager, CI and CSAT Staples Advantage Canada

Operations Management and Lean Six Sigma. Presented by: David Muncaster Manager, CI and CSAT Staples Advantage Canada Operations Management and Lean Six Sigma Presented by: David Muncaster Manager, CI and CSAT Staples Advantage Canada Who is this guy standing up in front of you? Manager, Continuous Improvement and CSAT

More information

Sanford Improvement Making Lean Work in Healthcare

Sanford Improvement Making Lean Work in Healthcare Sanford Improvement Making Lean Work in Healthcare David Peterson Enterprise Director of Continuous Improvement Outline/Agenda Office of Continuous Improvement Who are we and what do we do? History/Journey

More information

Lean Thinking in Healthcare WESTERN STATES MEETING JUNE 26-27, 2014

Lean Thinking in Healthcare WESTERN STATES MEETING JUNE 26-27, 2014 Lean Thinking in Healthcare WESTERN STATES MEETING JUNE 26-27, 2014 Outline Implementing Lean In Healthcare What is Lean? Why Lean? Lean Principles and Concepts Spotlight on two lean applications: Clinical

More information

Lean Silver Certification Blueprint

Lean Silver Certification Blueprint The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types

More information

UTILIZAÇÃO DA LEAN METODOLOGIA. Desmistificando Aplicações Reais Para CME. Apresentado por John Kimsey

UTILIZAÇÃO DA LEAN METODOLOGIA. Desmistificando Aplicações Reais Para CME. Apresentado por John Kimsey UTILIZAÇÃO DA METODOLOGIA LEAN Desmistificando Aplicações Reais Para CME Apresentado por John Kimsey STERIS LEAN CME SIMULATION SAO PAULO, RIO, PORTO ALEGRE 2 STERIS LEAN CME SIMULATION SAO PAULO, RIO,

More information

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement PREPRINT Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement Robert B. Pojasek Pojasek & Associates, Boston, USA This paper will be published as a featured column

More information

Literature Review of Business Process Improvement Methodologies: Executive Summary

Literature Review of Business Process Improvement Methodologies: Executive Summary Literature Review of Business Process Improvement Methodologies: Executive Summary April 2008 Researchers: Dr Zoe Radnor Associate Professor in Operations Management Warwick Business School University

More information

Creating the Lean and Efficient Medical Practice

Creating the Lean and Efficient Medical Practice Click to edit Master title style Creating the Lean and Efficient Medical Practice Chris Calderone M-CEITA / Altarum Institute March 5, 2014 3/5/2014 1 1 M-CEITA Services Meaningful Use Stage 1 Support

More information

Effectively Managing EHR Projects: Guidelines for Successful Implementation

Effectively Managing EHR Projects: Guidelines for Successful Implementation Phoenix Health Systems Effectively Managing EHR Projects: Guidelines for Successful Implementation Introduction Effectively managing any EHR (Electronic Health Record) implementation can be challenging.

More information

Guest Essays. Lessons Learned: A Systems Approach to Lean and Evidence-Based Design by Patricia Morrill and Kate Taege, Kahler Slater

Guest Essays. Lessons Learned: A Systems Approach to Lean and Evidence-Based Design by Patricia Morrill and Kate Taege, Kahler Slater Guest Essays Lessons Learned: A Systems Approach to Lean and Evidence-Based Design by Patricia Morrill and Kate Taege, Kahler Slater At the highest level, healthcare leaders are faced with making key strategic

More information

The following outlines an effective, proven process for assuring your practice makes the best, most well informed EHR system and vendor decision:

The following outlines an effective, proven process for assuring your practice makes the best, most well informed EHR system and vendor decision: Tips for Success Evaluating and Selecting an EHR System The number, variety and complexity of EHR systems in today s market has made the search for a system complex and sometimes intimidating for many

More information

ASHP Professional Development Section Advisory Group. Professional Development Opportunities for Informatics Pharmacists

ASHP Professional Development Section Advisory Group. Professional Development Opportunities for Informatics Pharmacists ASHP Professional Development Section Advisory Group Professional Development Opportunities for Informatics Pharmacists Introduction Many opportunities exist to help informatics pharmacists gain the knowledge

More information

Office Efficiency Improving Office Processes and Task Analysis

Office Efficiency Improving Office Processes and Task Analysis Office Efficiency Improving Office Processes and Task Analysis Contents Office Efficiency... 3 Office Efficiency Aim... 3 Sample Office Efficiency Aims... 3 Key Efficiency Measures... 4 Balance Supply

More information

Delivering Value for a New Generation of Hospital Medicine. www.hospitalistsnow.com

Delivering Value for a New Generation of Hospital Medicine. www.hospitalistsnow.com Delivering Value for a New Generation of Hospital Medicine www.hospitalistsnow.com 1 Welcome to hospitalistsnow. Advancing the health of your hospital. Management Services 1 Quality-focused Metrics-driven

More information

June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers

June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers 4:30pm 6:00pm June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers Roundtable Sessions Track 1: Achieving Goals: Patient Engagement Track 2: Managing the

More information

Using the Lean Model for Performance Improvement

Using the Lean Model for Performance Improvement Using the Lean Model for Performance Improvement Presented by Content Expert: Cindy Mand Director, Lean Enterprise BloodCenter of Wisconsin, Milwaukee, WI Learning Objectives 1. History of Lean and it

More information

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT Accountable Care Analytics: Developing a Trusted 360 Degree View of the Patient Introduction Recent federal regulations have

More information

Realizing ACO Success with ICW Solutions

Realizing ACO Success with ICW Solutions Realizing ACO Success with ICW Solutions A Pathway to Collaborative Care Coordination and Care Management Decrease Healthcare Costs Improve Population Health Enhance Care for the Individual connect. manage.

More information

Agile Development Overview

Agile Development Overview Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others

More information

Operational Excellence, Data Driven Transformation Now Available at American Hospitals

Operational Excellence, Data Driven Transformation Now Available at American Hospitals Operational Excellence, Data Driven Transformation Now Available at American Hospitals It's Time to Get LEAN White Paper Operational Excellence, Data Driven Transformation Now Available at American Hospitals

More information

Allina Health System. Accountable Care thoughts from an ACO Pioneer

Allina Health System. Accountable Care thoughts from an ACO Pioneer Allina Health System Accountable Care thoughts from an ACO Pioneer Care Integration and Payment Reform Workgroup Elmer Anderson Human Services Building St.Paul, MN February 6, 2012 Objectives for Today

More information

Lean Six Sigma Green Belt Certification Course ED 7333. Dr. Young Dr. Sheptak

Lean Six Sigma Green Belt Certification Course ED 7333. Dr. Young Dr. Sheptak Lean Six Sigma Green Belt Certification Course ED 7333 Dr. Young Dr. Sheptak Andreas Johansson Kenston Local Schools Spring 2015 1 My lean journey began a few years ago after encountering Paul Akers on

More information

Transforming Healthcare in Emerging Markets with EMR adoption

Transforming Healthcare in Emerging Markets with EMR adoption Transforming Healthcare in Emerging Markets with EMR adoption Author Ann Geo Thekkel User Experience. Accenture, India Ann.geothekkel@accenture.com Abstract Compromising 24 countries, 35 percent of the

More information

White Paper Operations Research Applications to Support Performance Improvement in Healthcare

White Paper Operations Research Applications to Support Performance Improvement in Healthcare White Paper Operations Research Applications to Support Performance Improvement in Healthcare Date: April, 2011 Provided by: Concurrent Technologies Corporation (CTC) 100 CTC Drive Johnstown, PA 15904-1935

More information

Improvements Across the Continuum of Care at a National Top 10 Academic Medical Center

Improvements Across the Continuum of Care at a National Top 10 Academic Medical Center Improvements Across the Continuum of Care at a National Top 10 Academic Medical Center A national top 10 academic medical center and leader in healthcare innovation engaged Tefen to improve the efficiency

More information

IT S TIME! PRIMARIS EHR SOLUTION. Benefits of Operational Efficiency. Why Primaris?

IT S TIME! PRIMARIS EHR SOLUTION. Benefits of Operational Efficiency. Why Primaris? IT S TIME! PRIMARIS EHR SOLUTION For years, Primaris has advocated the use of health information technology to improve patient care. We help providers take full advantage of their electronic health records

More information

Comprehensive Cost and Margin Improvement

Comprehensive Cost and Margin Improvement Comprehensive Cost and Margin Identify your organization s most challenging areas and find the biggest opportunities for savings and process improvement. From labor resource and compensation optimization

More information

VIRGINIA MASON PRODUCTION SYSTEM (VMPS)

VIRGINIA MASON PRODUCTION SYSTEM (VMPS) Source: Virginia Mason Medical Center VIRGINIA MASON PRODUCTION SYSTEM (VMPS) The Patient is GOD Toyota Production System How it translates to the Virginia Mason Production System Benefits Results Conclusion

More information

Dallas Center for Performance Excellence (CPE) Executive Summary

Dallas Center for Performance Excellence (CPE) Executive Summary Dallas Center for Performance Excellence (CPE) Executive Summary Publication Date: January 8, 2015 The Center for Performance Excellence (CPE) is a continuous improvement initiative commissioned by the

More information

Measurable Results: Establish service excellence. Reduce errors by 50% The choice for progressive medical centers.

Measurable Results: Establish service excellence. Reduce errors by 50% The choice for progressive medical centers. The choice for progressive medical centers Delivering tailored solutions to modern healthcare organization complexities by integrating a unique blend of strategies with wide-ranging industry experience.

More information

Transforming life sciences contract management operations into sustainable profit centers

Transforming life sciences contract management operations into sustainable profit centers Point of View Generating life sciences Impact Transforming life sciences contract management operations into sustainable profit centers Globally, life sciences companies spend anywhere from $700 million

More information

Automating Workforce Management in Healthcare

Automating Workforce Management in Healthcare Automating Workforce Management in Healthcare Have you considered the benefits of workforce management automation for patient care, employee engagement, and productivity? Automation of workforce management

More information

Portfolio Management 101:

Portfolio Management 101: THOUGHT LEADERSHIP WHITE PAPER In partnership with Portfolio Management 101: Moving from Just Project Management to True PPM A lot of organizations claim that they carry out project & portfolio management

More information

Supervisory Core Training LEAN Continuous Process Improvement

Supervisory Core Training LEAN Continuous Process Improvement Supervisory Core Training LEAN Continuous Process Improvement Improving organizational performance in Minnesota state government What is LEAN? LEAN is a time-tested set of tools and methods that identifies

More information

Lean Bronze Certification Blueprint

Lean Bronze Certification Blueprint The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types

More information

Accountable Care: Clinical Integration is the Foundation

Accountable Care: Clinical Integration is the Foundation Solutions for Value-Based Care Accountable Care: Clinical Integration is the Foundation Clinical Integration Care CoordinatioN ACO Information Technology Financial Management The Accountable Care Organization

More information

Data: The Steel Thread that Connects Performance and Value

Data: The Steel Thread that Connects Performance and Value WHITE PAPER Data: The Steel Thread that Connects Performance and Value An Encore Point of View Randy L. Thomas, FHIMSS, Managing Director, Value April 2016 Realization Solutions, David H. Brown, Barbara

More information

Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH

Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH 3 Agenda Need for Lean in Healthcare Lean at UHS Lean & Green Questions McGlynn EA, Asch

More information

Sigma (σ) is a Greek letter used to represent the statistical term standard deviation

Sigma (σ) is a Greek letter used to represent the statistical term standard deviation July 1, 2014 Sigma (σ) is a Greek letter used to represent the statistical term standard deviation Standard deviation is a numerical value that represents the measure of the average variability between

More information

Learning Six Sigma Theory

Learning Six Sigma Theory Independent Learning Pursuit FX Competency The following essay was written by a student in the School for New Learning, in support of an Independent Learning Pursuit (ILP). The student has agreed to share

More information

DRIVING VALUE IN HEALTHCARE: PERSPECTIVES FROM TWO ACO EXECUTIVES, PART I

DRIVING VALUE IN HEALTHCARE: PERSPECTIVES FROM TWO ACO EXECUTIVES, PART I DRIVING VALUE IN HEALTHCARE: PERSPECTIVES FROM TWO ACO EXECUTIVES, PART I A firm understanding of the key components and drivers of healthcare reform is increasingly important within the pharmaceutical,

More information

Patient Flow and Movement

Patient Flow and Movement Solution in Detail Healthcare Executive Summary Contact Us Patient Flow and Movement Efficient, Cost-Effective Access to Care Efficient Access to Care Improved Process Flow Better Care, Effectively With

More information

Lessons Learned from Electronic Health Record Implementation at Three North Dakota Critical Access Hospitals March 2009

Lessons Learned from Electronic Health Record Implementation at Three North Dakota Critical Access Hospitals March 2009 Lessons Learned from Electronic Health Record Implementation at Three North Dakota Critical Access Hospitals March 2009 John Snow, Inc. 1860 Blake Street, Suite 320 Denver, Co 80202 Background: The North

More information

PURCHASED SERVICES CONTRACTING:

PURCHASED SERVICES CONTRACTING: WHITE PAPER PURCHASED SERVICES CONTRACTING: In healthcare there are many different services and work processes that are more effectively outsourced to a contracted supplier than performed by in-house staff.

More information

Innovative Solutions. Why we re excited. Resource Systems. Cerner and Resource Systems. Cerner to Acquire Resource Systems

Innovative Solutions. Why we re excited. Resource Systems. Cerner and Resource Systems. Cerner to Acquire Resource Systems Cerner and Resource Systems What does that mean to me? Valene Mason Senior Client Executive-Resource Systems Brian Kelly LTC Sales Leader- Cerner Cerner to Acquire Resource Systems Why we re excited. Opportunity

More information

Process Improvement Training Portfolio

Process Improvement Training Portfolio Process Improvement Training Portfolio evolve To stay competitive, all businesses focus on achieving increasingly better bottom-line results. That s why it s essential to develop and maintain business

More information

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes

More information

Operational Excellence using Lean Six Sigma Amit Dasgupta

Operational Excellence using Lean Six Sigma Amit Dasgupta Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean

More information

Lead Nurse Planner: Roles and Functions

Lead Nurse Planner: Roles and Functions Lead Nurse Planner: Roles and Functions Introduction The Lead Nurse Planner is the licensed registered nurse accountable for the overall functioning of an Accredited Provider Unit, as noted in the 2013

More information

A Case Study and Exercise on How To Use Lean Principles to Overcome A Broken Paradigm

A Case Study and Exercise on How To Use Lean Principles to Overcome A Broken Paradigm A Case Study and Exercise on How To Use Lean Principles to Overcome A Broken Paradigm Cynthia Seaver, Director of Process Excellence Mercy Health Muskegon Certified Six Sigma Black Belt & Lean Expert Case

More information

POPULATION HEALTH COLLABORATIVES. 2015 Agenda Based on Evolving Trends

POPULATION HEALTH COLLABORATIVES. 2015 Agenda Based on Evolving Trends POPULATION HEALTH COLLABORATIVES 2015 Agenda Based on Evolving Trends ABOUT THE ACADEMY HURON INSTITUTE Innovation and time to market define success for today s Top-100 healthcare organizations. To accelerate

More information

Lean Healthcare Online

Lean Healthcare Online Lean Healthcare Online Online Healthcare Workshops Can Lean Process Principles Be Applied To Healthcare? We sometimes hear We are not manufacturers, and we re not Toyota! That s quite right; Healthcare

More information

Intro Intr duction Lean Office Montana Manufacturing Extension Center Module 1 - Lean Office Overview

Intro Intr duction Lean Office Montana Manufacturing Extension Center Module 1 - Lean Office Overview present Introduction to Lean Office Module 1 - Lean Office Overview Montana State University 2009 Understanding Lean Definition of Lean: The identification and removal of waste! Lean principles, evolved

More information

Re-Engineering Lean Care Management and Automation in a Value-Based World

Re-Engineering Lean Care Management and Automation in a Value-Based World Re-Engineering Lean Care Management and Automation in a Value-Based World Jerry Green Kristy Sanders March 30, 2016 Housekeeping 1. Using the control panel Use the control panel on the right side of your

More information

Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization

Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization Executive Summary Physician-hospital alignment is a key strategy for most hospitals across

More information

A Proactive Approach to Capacity Management

A Proactive Approach to Capacity Management Healthcare Organizations ive Capacity ment A Proactive Approach to Capacity ment Capacity Planning Patient Flow Quality Compliance Workforce Optimization Benchmarking ment solutions 6 Faced with unprecedented

More information

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental,

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental, QUALITY TOOLBOX Creating a Complete Business Management System Many organizations have separate environmental management and occupational, health, and safety management systems. They are defined as being

More information

Quality A Cornerstone for Success By: Cheryl Keck President and COO Datrose, Rochester NY

Quality A Cornerstone for Success By: Cheryl Keck President and COO Datrose, Rochester NY Quality A Cornerstone for Success By: Cheryl Keck President and COO Datrose, Rochester NY Success for outsourcing providers depends on winning and keeping customers. The end goal is to not only meet but

More information

GE Healthcare. Financial Management Solutions

GE Healthcare. Financial Management Solutions GE Healthcare Financial Management Solutions A transformational moment in healthcare The transition from volume-driven to value-driven healthcare is transforming how patient care is delivered and paid

More information

WHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives

WHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives WHITE PAPER APRIL 2012 Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives New healthcare reforms have created an unprecedented impact on hospital systems operations.

More information

Evaluating Your Hospitalist Program: Key Questions and Considerations

Evaluating Your Hospitalist Program: Key Questions and Considerations Evaluating Your Hospitalist Program: Key Questions and Considerations Evaluating Your Hospitalist Program: Key Questions and Considerations By Vinnie Sharma, MBA, MPH Manager, Physician Advisory Services

More information

NHS Scotland Wheelchair Modernisation Delivery Group

NHS Scotland Wheelchair Modernisation Delivery Group SCOTTISH GOVERNMENT HEALTH AND SOCIAL CARE DIRECTORATES THE QUALITY UNIT HEALTHCARE PLANNING DIVISION NHS Scotland Wheelchair Modernisation Delivery Group WHEELCHAIR & SEATING SERVICES QUALITY IMPROVEMENT

More information

H E A LT H C A R E C O N S U LT I N G H E A L, C A R E, W O R K B E T T E R.

H E A LT H C A R E C O N S U LT I N G H E A L, C A R E, W O R K B E T T E R. H E A LT H C A R E C O N S U LT I N G H E A L, C A R E, W O R K B E T T E R. H E A L, C A R E, W O R K B E T T E R. HDR Consulting Serving our healthcare clients beyond traditional design. Comprised of

More information

Placing Quality at the Core of Your Business Processes

Placing Quality at the Core of Your Business Processes Trusted Advisors to Healthcare and Life Science Executives Presented by Daniel R. Matlis Placing Quality at the Core of Your Business Processes Copyright 2009 Axendia, Inc. 1 1 Presented at NetApp Pharma

More information

Enhancing Physician Productivity in Physician Group Model

Enhancing Physician Productivity in Physician Group Model Physicians McKesson Business Performance Services Enhancing Physician Productivity in Physician Group Model A report by Keith Chew, CMPE, Senior Consultant The physician group model is undergoing radical

More information

Transforming the pharmacy into a strategic asset

Transforming the pharmacy into a strategic asset Transforming the pharmacy into a strategic asset Improving productivity through automation optimization 700-bed integrated delivery system in the South Success snapshot When a hospital invests heavily

More information

Access Center Operations Manual

Access Center Operations Manual Access Center Operations Manual Version 1.2 August 18, 2010 Page 2 of 35 Table of Contents I. Introduction... 5 II. Access Center Personnel... 7 III. Measuring Success... 9 IV. Technical Toolkit...11 A.

More information

Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors

Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors June 2014, OACCAC Annual Conference Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors Joanne Billing, South East CCAC Benedict

More information

Chief Information Security Officer

Chief Information Security Officer Principles Vision Purpose Statement Chief Information Security Officer healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will

More information

LEAN: 5s in Human Resources

LEAN: 5s in Human Resources LEAN: 5s in Human Resources Brandon Reynolds Human Resources Analyst Flagler Hospital, Inc. 2013 Agenda Mission Statement Problem Statement Lean Definitions The Process What is Flagler Hospital s Mission

More information

PointClickCare is the leading provider of cloud-based software solutions for the long-term and post-acute care (LTPAC) industry.

PointClickCare is the leading provider of cloud-based software solutions for the long-term and post-acute care (LTPAC) industry. PointClickCare is the leading provider of cloud-based software solutions for the long-term and post-acute care (LTPAC) industry. Our customers including over 10,000 skilled nursing, senior living, and

More information

UCSF Clinical Enterprise Strategic Plan 2014-2019

UCSF Clinical Enterprise Strategic Plan 2014-2019 UCSF HEALTH SYSTEM UCSF Clinical Enterprise Strategic Plan 2014-2019 Building the Health System 1 UCSF Health System Five Year Strategic Plan: FY 2014-2019 Advancing the Health System A revolution is underway

More information

Seven Principles of Change:

Seven Principles of Change: Managing Change, LLC Identifying Intangible Assets to Produce Tangible Results Toll Free: 877-880-0217 Seven Principles of Change: Excerpt from the new book, Change Management: the people side of change

More information

Lean Manufacturing and Six Sigma

Lean Manufacturing and Six Sigma Lean Manufacturing and Six Sigma Research Questions What have we done in the past? What must we do in the future? How do we know these are the correct actions? 1 Lean Definitions Key concepts of lean:

More information

ASQ s Healthcare Update:

ASQ s Healthcare Update: Developing a Problem-solving Culture in Healthcare For any healthcare organization embarking on a quality journey, a key element of success involves engaging staff members at all levels and empowering

More information

Case Study on Using Lean Principles to Improve Turnaround Time and First Case Starts in an Operating Room

Case Study on Using Lean Principles to Improve Turnaround Time and First Case Starts in an Operating Room Proceedings of the 2009 Society for Health Systems Conference and Expo Case Study on Using Lean Principles to Improve Turnaround Time and First Case Starts in an Operating Room Wiljeana J. Glover and Eileen

More information

Pulling it all together

Pulling it all together Pulling it all together How a lean management system and leader standard work can align daily activity with the strategic priorities of a healthcare organization. Executive summary To achieve their strategic

More information

The Future of Technology in Long Term Care

The Future of Technology in Long Term Care The Future of Technology in Long Term Care Lisa Mitchelson and Scott White, TEF Traci Jersen, 6N Systems Ellen Flaherty, VCNY David Finkelstein, VCNY In today s workshop. Introduction Overview Electronic

More information

Is Your System Ready for Population Health Management? By Dale J. Block, MD, CPE

Is Your System Ready for Population Health Management? By Dale J. Block, MD, CPE Population Health Is Your System Ready for Population Health Management? By Dale J. Block, MD, CPE In this article Health care organizations will need to migrate to population health management sooner

More information

Terrigal Burn MD Lean Physician Champion Palo Alto Medical Foundation

Terrigal Burn MD Lean Physician Champion Palo Alto Medical Foundation Terrigal Burn MD Lean Physician Champion Palo Alto Medical Foundation 1 ????? 2 LEAN: BLIND MEN AND ELEPHANT 3 Academic: UC System, Stanford, U of Michigan, Beth Israel Deaconess, U of Oregon, Duke, UNC

More information

Transforming healthcare operations through advanced operating models

Transforming healthcare operations through advanced operating models EXECUTIVE SUMMARY Transforming healthcare operations through advanced operating models Healthcare executives believe there is untapped potential for advanced operating models to address the most complex

More information

THE POTENTIAL OF LEAN THINKING IN HEALTHCARE

THE POTENTIAL OF LEAN THINKING IN HEALTHCARE THE POTENTIAL OF LEAN THINKING IN HEALTHCARE Daniel T Jones Chairman Lean Enterprise Academy UK Background LEA has helped many organisations get big benefits from following Toyota in using Lean thinking

More information

TRAINING SESSION SUMMARIES FOR SERVICE

TRAINING SESSION SUMMARIES FOR SERVICE TRAINING SESSION SUMMARIES FOR SERVICE Central to the lean philosophy is the mandate to educate everyone in an organization. Productivity s lean training has been called the best in the business, and for

More information

SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT

SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT Competition in health care sector are forcing healthcare organizations to look for new ways and means for improving their processes. This for improving

More information

Improve Decision Making Through the Use of Analytics

Improve Decision Making Through the Use of Analytics Bradley is currently serving as the President of the New York Organization of Nurse Executives. Improve Decision Making Through the Use of Analytics Diane Bradley, PhD, RN, NEA BC, Regional Chief Clinical

More information

MSN Course Description Revisions Necessary for Introduction of the Nurse Educator Track, September 2015

MSN Course Description Revisions Necessary for Introduction of the Nurse Educator Track, September 2015 MSN Course Description Revisions Necessary for Introduction of the Nurse Educator Track, September 2015 Rationale: 1. MSN courses for both tracks need to delete specific reference to the CNL or make reference

More information

Virginia Mason. PIONEER EMPLOYER HOSPITALS: Getting Ahead by Growing Your Own. The educational programs

Virginia Mason. PIONEER EMPLOYER HOSPITALS: Getting Ahead by Growing Your Own. The educational programs ABOUT THE PROJECT The Pioneer Employer Initiative is based on the idea that employers who do good, do well. It is an effort to discover and promote the next generation of best practices in workforce management,

More information

Viewpoints from Leading Healthcare Chief Information Officers

Viewpoints from Leading Healthcare Chief Information Officers Viewpoints from Leading Healthcare Chief Information Officers Facts, Priorities, Salaries and Advice to Future CIOs April 2009 4 CityPlace Drive Suite 300 Saint Louis, Missouri 63141 800-209-8143 Fax 314-726-0026

More information