Strategy to Deliver Quality Services to Alaska Natives By Deborah Smith, Sr. Vice President Healthcare, NOVACES, LLC Andrew Ganti, Principal,

Transcription

1 Strategy to Deliver Quality Services to Alaska Natives By Deborah Smith, Sr. Vice President Healthcare, NOVACES, LLC Andrew Ganti, Principal, Workflow IT Solutions

2 Conflict of Interest Disclosure Deborah Smith, Ph.D. Andrew Ganti, M.S. Has no real or apparent conflicts of interest to report HIMSS 2

3 Learning Objectives 1. Describe Hoshin Kanri, a QI tool successfully used by the Japanese auto industry to take a lead position in the market place 2. Discuss how to develop strategic plans with metrics to define the operational objectives 3. Identify the resources to achieve the objectives to get closer to the strategic goals annually 4. Recognize the progress with dashboards sustaining the favorable & correcting the unfavorable trends 5. Study the alignment of routine functions with the strategic initiatives for future justification 2012 HIMSS 3

4 Audience Poll: Roles & Interests Roles MDs C-Level Mgt. Middle Mgt. Consultants PI Professionals Interests Strategic Planning Operations Performance Improvement Compliance/Risk 2012 HIMSS 4

5 Audience Poll Agenda QI tool for Strategy-Hoshin Kanri Constraints Management Clarify Strategy Resources to Achieve the Strategy Scorecards to Monitor Progress Align Systems & Infrastructure Deliver Quality Services to Target Population Summary Glossary Questions & Contact Information 2012 HIMSS 5

6 QI tool for Strategy- Hoshin Kanri Description A proactive strategic planning & operational tool with policies to shape an organizations future Purpose Keep organizations on tract with what they have identified as important Benefits Keep organizations focused on the best use of resources to reach their goals Approach Envision the future as a strategy & continually take steps with policies & manage operations toward achieving it Source: Hoshin Promotion A.Manos, Profero Suggested Steps 2012 HIMSS Start small & build Learn the basics Do the paper work Scan your environment Do a SWOT analysis Review vision, mission & values PDCA Brainstorm the future state Bridge the gap b/w current & future state with drivers, means, outcomes Think BIG Populate X-Matrix Catch ball Rollout with a communication plan Review periodically 6

7 Integration of Best Tools: Complementary Features Constraints Management (TOC) in a word: Focus Source: Performance Improvement for Healthcare; Inozu, Chauncey, Kamataris, Mount 2012 HIMSS 7

8 Financial constraints Resource constraints Market constraints Policy constraints Artificial constraints Constraint Types Either manage the constraint or the constraint will manage you! Source: Performance Improvement for Healthcare; Inozu, Chauncey, Kamataris, Mount HIMSS

9 Example: Conflict Cloud we must In order to Decrease Costs Minimize Staffing Resources Increase Margin Increase Patient Throughput Maximize Staffing Resources Source: Performance Improvement for Healthcare; Inozu, Chauncey, Kamataris, Mount 2012 HIMSS

10 Development Clarify Strategy Review Mission, Vision, Values Establish Planning Schedule/Calendar Analysis-Strategy, Market & Business & Performance Intelligence Translation Goals, Objectives, Initiatives, Measures, Targets, Balanced Scorecard (Strategic & Operational) Accountability & Communication/Marketing Alignment Cascade: Divisions, Departments, Functions, Business Units Performance Evaluation Goals, Compensation Monitoring Establish Review Meetings Risk & Compliance (internal controls) Continuous Performance Improvement(CPI) Establish Teams Gap & Constraint Analysis 2012 HIMSS 10

11 Resources to Achieve the Strategy Board of Director s Executive Leadership Leadership Team- Champions Measure Owners/Informatics/Analyst Support Performance Improvement (PI) Team Infrastructure/Technology Balanced Scorecard Intelligence (BI) Benchmarks/Environmental Assessment Data Real Time Information for Decision Making Data Governance- One Source of Truth 2012 HIMSS 11

12 Scorecards to Monitor Progress Two types of Meetings: Strategic - (long range strategy) 2-4 yrs. Operational- (short term strategy) 3-12 mo. Questions: How are we performing against strategy, initiatives & measures? What are the key issues & implications? What are the action plans & next steps? Are the communication plans working? What is the competition or market doing? Embrace Reality Be willing to blow up the plan & change direction! 2012 HIMSS 12

13 Align Systems & Infrastructure Apply a few other proven tools in planning process such as: Stop doing list VOC (Voice of Customer) VSMs of current & future states Make the Plans visible Source: Hoshin Promotion A.Manos, Profero 2012 HIMSS 13

14 Deliver Quality Services to Target Population Partner with Board, Leadership & Physicians Perform Analysis Length of Stay Supply Utilization/Drug Cost Readmission within 30 days Discharge Ancillary testing usage Public reported data Ensure Efficient Services Emergency Department (ED) Operating Room (OR) Care Coordination Vision: Alaska Natives are the healthiest people in the world HIMSS 14

15 Deliver Quality Services to Target Population(Cont d) Basic health care should be available & accessible to all Specialty health care should be available & accessible regardless of geography Health care should be affordable & financed in a cost-effective manner CMS & Insurances must provide special coverage Foster competition as a means to drive quality up & costs down Take responsibility for personal healthcare 2012 HIMSS 15

16 Summary The most effective way to get the future you want: Envision the future as a Strategy Strategic Intelligence (SI) Market Intelligence(MI) Business Intelligence (BI) Performance Intelligence (PI) 2012 HIMSS 16

17 Deborah Smith Andrew Ganti HIMSS 17

18 Glossary Hoshin Kanri A breakthrough policy driven implementable strategic plans originated in Japan by K. Ishikawa in1960 & improved in the US & means management by policy SWOT Strengths, Weaknesses, Opportunities, Threats PDCA Plan, Do, Check, Act TOC Theory of Constraints BIG Boldly Important Goals X-Matrix key Hoshin Kanri tool to depict from strategy all the way to tactical details in the form of a box or a circle with an X covering Strategic Initiatives (bottom), Focus Strategies (left), Initiatives/Projects (top), &Targets/metrics (right) Strategy maps Norton & Kaplan s maps showing the organization s strategic initiatives Catch ball tossing the info. to the next level allowing others to work on their part & send it back CPI Teams Continuous Performance Improvement Teams VSM Value Stream Map CMS Center for Medicare & Medicaid Services 2012 HIMSS 18