Executive Lean Champion Training
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1 Executive Lean Champion Training Becker's Conference May 17, 2014 TriHealth Background TriHealth, Inc. was formed in 1995 as a community partnership between Bethesda Hospital, Inc. and Good Samaritan Hospital in Cincinnati, Ohio. TriHealth's two tertiary hospitals, Bethesda North and Good Samaritan, currently have a combined inpatient bed capacity of 822 adult beds and 192 newborn beds, and rank in the top three in terms of inpatient market share in the four county region. The TriHealth system also includes physician practices employing more than 335 primary care and specialist physicians; a major ambulatory business with three comprehensive ambulatory centers and 140 other service sites; the area s largest not-for-profit hospice care; a major corporate health business; and fitness centers. We employ over 11,500 employees and are the fifth largest employer in the Greater Cincinnati region. Presentation Objectives Describe one option to getting leadership involvement in Lean Be able to cite three key components of a successful Lean training program State two challenges to implementation
2 Program Requirements Provides a Lean Foundation Interactive and Fun Hands on Experience Includes a Sustainability Program Partnership Use of an outside consulting firm Credibility Previous success with ED throughput Supplemented resources for Performance Improvement Department Components of Program Didactic Material Interactive Exercises Project Completion Mentoring Program Final Exam
3 Four (4) Didactic Sessions Session 1 Key elements of Lean Characteristics of a Lean leader Value Stream Mapping (VSM) Project Selection Session 2 SIPOC Flowcharts Project Metrics Charter and A3 Waste Walk, Spaghetti Diagram, 5 Whys, Fishbone, Priority Matrix Session 3 Valley of Doom/ Change Management Target Condition Lean Tools for Countermeasures: Visual Management Set up Mistake Proofing Standard Work Flow Implementation Plan
4 Session 4 Check/ Act Phase Monitoring of Metrics Process Stabilization Closure and Sustainment Continual Monitoring Project Completion and Summary of Success Celebration Session 5 Final Exam open book Project Presentation Certificate Ceremony Interactive Exercises Project Report Out Small Group Discussion Cup Exercise Numbers Game Valley of Doom Interactive Test Review
5 Project Completion Project with partner Small scope Examples: Reduction of oral contrast for Abd CT for ED pts Increased communication with PCP after RRT Standardization of handoff between OR & CVICU staff Rapid Mental Health Referrals Increasing Pneumovax vaccination rates Attending Notification of RRT Increasing Pneumoccal Vaccination Rates
6 Improving First Dose Turnaround Time Improving Timeliness of Ultrasound Results TRIGGER: Indication for U/S determined by resident physician Resident correctly orders appropriate test Correct test scheduled by Central Scheduling Correct test completed in Seton Center and result finalized by MFM Results scanned back to original order in EPIC All results sent to clinic chief resident pool & disposition completed FMC Central Scheduling Seton Center FMC Surgery Add-on Preparedness Project
7 Mentoring Program Desire to keep skill level fresh with practice Previous graduates serve as mentors for next class In person versus phone conference Role: Review assignments Assure small scope project Share learning s, challenges from their experience Final Exam and Presentations One hour open book exam Review together Each group completes 10 min project summary with results Celebration with a senior executive Challenges Selecting the right amount of time and time of day Surgeon engagement Mentoring program complexity Project scopes
8 Worked Well Physician/ Operational Partnering for Projects Project Sharing Projects Outside of Normal Realm of Work Off-Site Location Partnership with TechSolve Mentoring Session Support Senior Executive Support for Program Spreading the Word Use intranet to post project successes Provide Board updates Encourage participation in Quality, Safety and Service Event Present successes at TriHealth 20/20 calls Post the A3s Present Projects at Director s Meeting Next Steps Offer 1-2 more sessions to cover Director level on up Bring in-house as needed Supplement with front line/ manager Lean Breakthrough Series
9 Questions? Thank You!
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