LEAN HEALTHCARE CERTIFICATION PROGRAM
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1 LEAN HEALTHCARE CERTIFICATION PROGRAM
2 Meeting Outline Review Partnership for Patients initiative An overview of the Lean Healthcare training and certification program Role definitions of the Lean Healthcare Yellow Belt, Green Belt, Process Owner and Executive Sponsor Opportunity for your questions and concerns to be addressed
3 Partnership for Patients The 40/20 Goal Keep patients from getting injured or sicker. Reduce preventable hospital-acquired conditions by 40%. 1.8 million fewer injuries to patients, with more than 60,000 lives saved over the next three years. Help patients heal without complication. Reduce all hospital readmissions by 20%. 1.6 million patients will recover from illness without suffering a preventable complication requiring re-hospitalization within 30 days of discharge.
4 Targeted Hospital Acquired Conditions (HAC s) 1) Adverse drug events 2) Birth-related injuries 3) Central line-associated blood stream infections 4) Catheter-acquired urinary tract infections 5) Falls 6) Surgical infections and complications 7) Venous thromboembolisms 8) Pressure ulcers 9) Readmissions 10)Ventilator-associated pneumonia 4
5 Lean Healthcare Collaborative Initiative Your participation in the Lean Healthcare training and project coaching must be tied to improvement work for one of the Partnership for Patients target areas. Utilize Lean methodology and tools to aid in the reduction of healthcareassociated conditions and readmissions
6 Purdue Healthcare Advisors Purdue Healthcare Advisors (PHA) is a not-forprofit entity created in 2005 by a partnership among Purdue University, the Regenstrief Center for Healthcare Engineering, and the Indiana Hospital Association. Its mission: to improve healthcare quality, safety, and efficiency by applying the principles of engineering, management, and science. 6
7 PHA Complex, State-Wide Deployments ORGANIZATION PURPOSE ENGAGEMENT IHA/HRET IRHA/SORH ONC/HHS ISDH/CDC Lean Six Sigma training for 120 hospitals to reduce HAC s and Readmissions Lean training for 20 hospitals to improve Transitions of Care and reduce Readmissions EHR Meaningful Use for 2,300 providers, 33 CAH s and 40 Hospitals. Approx. $94 mil. in incentives earned to date; $186 million projected. Pandemic Planning in 20 counties as joint effort with hospitals & public service agencies 2 years 2 years 4 years 1 year ISDH/CDC Alternate Care Sites in 92 counties 3 months ISDH/CDC Lean Six Sigma training for Health Care Workers for Public Health Quality Improvement in 76 counties 4 years
8 PHA Experience and Impact OR on-time starts: 15% to 65%; Est. revenue impact of $100,000; $1.3 mil saved in inventory 24% decrease in patient wait time from door to admit: Est. revenue impact of > $1,000,000 32% reduction in patient floor stock expense totaling $106,872 48% decrease in discharge to door time; 30% increase in accuracy of discharge documentation (50% to 71%); Est. $1.5 million in additional revenues 2,209 Doctors at 767 locations 35 Critical Access Hospitals 87 Acute and Specialty Hospitals 81 Federally Qualified Health Center Sites 92 Health Departments
9 Our Staff Experienced in clinical care & operations Experts in Lean/Lean Six Sigma Committed to healthcare Understands the healthcare landscape Passionate about achieving transformational change
10 Lessons Learned Leadership is everything! Successful improvement requires up-front investment in planning, time and resources. Listening to the patient and engaging internal experts is imperative. Lean is not a separate initiative; it enables the work of staff.
11 Lessons Learned (Cont.) Rigorous selection of Lean Healthcare Yellow and Green belt candidates, process owners and executives are critical for sustainable results. Appropriate project selection and planning allows for sustainable improvement. Engage all staff in the project selection process
12 Lean Healthcare Yellow Belt Each participating hospital identify 3-4 candidates Expectations: Project target area experts Actively participate in project improvement teams Attend all 32 course hours of training
13 Lean Healthcare Yellow Belt Expectations (Cont.): Commit an additional 32 hours to work on project outside of the workshop Pass Lean Healthcare Yellow Belt competency exam Complete and submit A3 Project Report Complete and submit Yellow Belt Project Report Affidavit
14 Lean Healthcare Green Belt Each participating hospital identify 1 candidate Expectations: Co-facilitate and support future project teams Attend 32 course hours of Yellow Belt training Attend 16 course hours of Green Belt training Commit an additional 48 to 64 hours to work on project outside of the workshop
15 Lean Healthcare Green Belt Expectations (Cont.): Pass Lean Healthcare Green Belt competency exam Co-facilitate a Lean improvement project Complete and submit A3 Project Report Complete and submit Green Belt Project Report Affidavit
16 Process Owner Usually an individual in a leadership position responsible for the primary area(s) which is the focus of the focus of the improvement initiative They are expected to actively participate in collaboration with the Green Belt and Executive Sponsor
17 Process Owner Expectations: Attend the Pre-project Planning Call Kickoff improvement initiative for project team Visibly promote the work of the project team and removing obstacles and barriers within their control
18 Process Owner Expectations (Cont.): Meet weekly with the Yellow and Green Belts, receive weekly updates from the project team (at a minimum) The Process Owner is responsible for hardwiring the improvement(s) and ensuring the continuous improvement cycles are in place
19 Role of the Executive Sponsor Usually an individual in an executive leadership position responsible for the primary area(s) which is the focus of an improvement initiative They are expected to actively participate in collaboration with the Green Belt and Process Owner 19
20 Role of the Executive Sponsor Expectations: Attend the Pre-project Planning Call Kick-off the project team off at each hospital Visibly promote the work of the project team and removing obstacles and barriers within their control Meet weekly with the Yellow and Green Belts, receive and sign off on the weekly updates from the project team (at a minimum)
21 Role of the Executive Sponsor In collaboration with the Process Owner, is responsible for hardwiring the improvement(s), ensuring the continuous improvement cycles are in place and the spread of the improvement(s) to the applicable areas
22 Preliminary Project Time Line Phase I January 2013 Identify 5 HAC Mini-collaboratives to be the focus of the P4P Lean Improvement Projects Identify the location for the 3 Lean Healthcare improvement project workshops Pre-Kickoff Planning/Preparation call 2 hours per Mini-collaborative
23 Preliminary Project Time Line Phase II February 2013 OAHHS Planning and Kickoff Meeting Pre-project Planning Call 2 Hours per Mini-collaborative Twice prior to start of improvement project
24 Preliminary Project Time Line Phase III April to June 2013 Lean Healthcare Project-based Workshops HAC Mini-collaboratives 1 day every other week for workshop Project team meets on alternative weeks Weekly project reports Lean Healthcare Green Belt Workshops 2 additional days for training workshop Complete an additional project for certification
25 Preliminary Project Time Line Phase IV Evaluation and Follow-up: 30, 60, 90 and 180 Days On-site follow-up visit to each hospital by OAHHS June 2013 Conference call/webcast at 60, 90 and 180 days Final conference November 2013
26 Summary/Next Steps Identify up to 5 HAC Minicollaboratives Pre-kick off planning call Identify Executive Sponsor and Lean Healthcare Green Belt candidate Kick off at one central location and webcast Up to 3 people per hospital Choose HAC Mini-collaborative
27 Summary/Next Steps Identify Process Owner 1 person per hospital Identify Lean Healthcare Yellow Belt candidates Up to 3 people per hospital Pre-project calls and planning 2 calls Project planning and scoping
28 Summary/Next Steps Lean Healthcare Yellow Belt Project-based Workshop Lean Healthcare Green Belt (1) and Yellow Belt candidates (3) Lean Healthcare Green Belt Workshop Up to 1 person per hospital Onsite post-workshop follow-up At 30 to 45 days post workshop by OAHHS
29 Summary/Next Steps Post-workshop follow-up calls/webcast 60, 90, and 180 days by OAHHS and PHA Final Conference Share successes and celebrate
30 Thank You! Theresa Knotts, BSN, RN, CPHQ Associate Director, Purdue Healthcare Advisors
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