Process Excellence (Px) at St. Joseph Mercy Oakland (SJMO) Hospital an Integrated Accountability System. Jack Weiner President & CEO 10/05/12

Transcription

1 Process Excellence (Px) at St. Joseph Mercy Oakland (SJMO) Hospital an Integrated Accountability System Jack Weiner President & CEO 10/05/12

2 Px Journey at SJMO 1989: Introduction of TQM & PDCA quality improvement methodologies 1995: Chrysler consulting group - process improvement team project in the Emergency Department 2004: Formation of the Six Sigma Team at SJMO 2008: Introduction of Lean to the process improvement approach 2009: Expansion & commitment to embracing Process Excellence (Px) as part of the strategic objectives and operating system of the hospital Note: Px includes the operating philosophy, culture, leadership behaviors as well as all of the process improvement tools (Lean, Six Sigma, RPI, Kaizen, Change Leadership, DFSS, etc.) 2010: Develop and implement strategic plan for Px deployment across the MO 2011: Develop a unified Operating System to drive systemic improvements

3 SJMO Integrated Accountability System Hoshin Kanri - Model SJMO Vision Highest Quality Safest Care Best Experience Financially Responsible SJMO Integrated Accountability System Aligned Objectives & Real-Time Metrics Monitoring (idashboard) Improvement Projects & Initiatives (Hoshin Kanri Documents) (Huddle Board Metrics) Front Line Operations (A3 s, CIC Top 5 s)

4 Hoshin Kanri - Links SJMO Objectives Strategic Tactical Working Level Processes SLT Directors Managers Teams, CIC s * Hoshin Kanri is the chain that links the high-level objectives to the process level work and keeps people from falling into the pit of instability, confusion and frustration. Pit of instability, confusion & frustration

5 What does Hoshin Kanri mean? Hoshin = a compass, a course, a policy, a plan, an aim Kanri = administration, management, control, charge of, care for Hoshin Kanri means management and control of the organization's compass or focus. SYNONYMS: Policy Deployment, Strategy Deployment, Management By Policy, Hoshin Planning, Hoshin Management, Policy Management, Managing for Results, Strategic Deployment, Goal Deployment, etc.

6 Previous Planning & Deployment Cycle We re in trouble radical recovery plan needed Budget Development Rush to develop & submit next year s budget (tweak last year s budget) Associates Dir/Mgr VP Frequently a one-way, annual cascade of objectives Oops growing concern we are missing targets SLT Cascade Objectives Budget Approval Budget Submission Fresh Start No worries New Start Every Year

7 Hoshin Kanri Planning & Deployment Cycle Hoshin Planning Document Update (next Qtr Action Plans) Budget Development Hoshin Planning Document Update (next Qtr Action Plans) SLT Continuous two-way, review and support to meet objectives Align & Communicate Metrics & Actions Metrics & Actions Align & Communicate VP Dir/Mgr Front Line Associates. Align & Communicate Metrics & Actions Metrics & Actions Align & Communicate Budget Submission Never Ending Cycle Hoshin Planning Document Update (next Qtr Action Plans) Budget Approval Hoshin Planning Document Update (next Qtr Action Plans)

8 HK SLT/Board Level Planning Document

9 Hoshin Kanri Planning Document Long Term - Unchanging

10 Hoshin Kanri Planning Document Longer Term 5 to 10 year look back & look forward for the organization

11 Hoshin Kanri Planning Document 1 to 3 year priorities needed to deliver our cultural & business thrusts in moving us towards our vision

12 Hoshin Kanri Planning Document Short Term Actions (Priorities) Key Milestones that have to be met to stay on track to deliver our 1 to 3 year objectives. (90 day milestone at SLT level, monthly objective at department level, daily/weekly objectives at process level)

13 Hoshin Kanri Cascade Example The following is an example showing how the Hoshin Kanri model cascades an objective to the front line associates.

14 Hoshin Kanri Cascade Example

15 Hoshin Kanri Cascade Example KPI Key Performance Indicator Gap to Target Accountable Exec

16 Hoshin Kanri Cascade Example Accountable Exec high level plan to close the gap

17 Hoshin Kanri Cascade Example ED Department Plan to support Don s Sepsis initiative (in support of Mortality Ratio improvements to drive Quality & Safety) Aligned department level plans to meet the objectives

18 Hoshin Kanri Cascade Example Department Front-line Associate Daily Huddle Metrics and Continuous Improvement Committee Master Task List to drive process level improvements that support meeting the objective

19 SJMO Integrated Accountability System idashboard The Role of Metric Tracking & Transparency in Hoshin Kanri Deployment idashboards Product Development and Utilization

20 How is idashboards being used at SJMO? Daily Senior Leadership Operations Huddles Available to All Associates via SJMO Intranet Webpage Unit Pace of Care Management Screens on every nursing unit Physician Lounge Display

21 idashboard Drill-Down Example: LOS The following slides depict a series of chart drill-downs within the idashboards tool

22 idashboards - Hoshin Kanri Display

23 idashboards - Hoshin Kanri Drill-Down

24 idashboards - Length of Stay Drill-Down

25 idashboards - LOS Drill-Down Drill-Down on specific locations to get real-time patient length of stay detail

26 Additional idashboard Screenshots Capacity Levels

27 Additional idashboard Screenshots Patient Transport

28 Additional idashboard Screenshots Daily Volumes

29 Additional idashboard Screenshots Patient Satisfaction

30 Additional idashboard Screenshots Scheduling Dept.

31 Additional idashboard Screenshots Physician Network

32 Additional idashboard Screenshots 3G Unit Scorecard

33 Active Process Excellence Projects that align to the KPI & KSI objectives Px Lead, Process Owner and Executive Champion Project Status, Baseline Metrics, Metric Targets and Current Metrics Performance Improvement Project or Initiative

34 The Name s Kanri Hoshin Kanri