1 the group health lean journey laura mcmillan – vice president for strategic planning and...
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The Group Health Lean JourneyLaura McMillan – Vice President for Strategic Planning and Deployment
WA State Lessons in Leadership Symposium - March 24, 2011
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Group Health
Consumer governed, not-for-profit financing & care delivery system628,203 insured lives9,599 staff26 primary care centers6 specialty care units82 specialties & subspecialties22 county service area in Washington & IdahoContract with 9,000 practitioners and 39 hospitals
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Why Lean?
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The Strategic Imperative
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Implementing Lean
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“I have my real job and now I have
my Lean job too.”
Sustainability Challenges
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Model Line: A Learning Lab
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Path to Success?
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Lean Management SystemMBO Management System
• Problems are the result of, or lack of accountability
• Decisions are influence and status driven
• Solving problems from a conference room or office
• Being a master of management
• Having all the answers
• Improve the results!...and send me an e-mail when it’s done
• Problems are the result of processbreakdowns and accountability for addressing them is clear
• Decisions are data-driven
• Solving problems in the workplace
• Being a student of leadership
• Asking the questions and expecting others will develop the answers
• Improve your thinking to improve the results and I’ll “check” back to hear your thinking and see the results
Choice Point
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The CEO Factor
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Standard Calendar for Senior Leaders
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From To
Building Leadership Capability
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From
Executive Gemba Thursdays
To
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Visual Systems and Data
Cost = Quality = Service =
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Our Customers
Strategy Deployment
Our Customers
Cross – Functional Management
Pe
op
le S
ys
temF
ina
nc
ial S
ys
tem
Our People
Plan
Set standardsFrom customer requirements
Standardize key processes
Do the work using:Visual Systems that drive action to meet targets
CheckWorkplace Rounding
Standards in place?Standard work?
Adherence?
Linked CheckingMeeting targets?
Act
A3 ThinkingCoach staff,
to identify root cause
Daily Management Continuous improvement in customer care & experience
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Phases of the Journey
Phase Zero:Exploration
Phase One:Building the foundation
Phase Two:Expanding with tools & deeper thinking
Phase Three:Integration and reinforcement
Phase Four:Systematic superior performance
We are here
• Initial exploration into benefits & challenges• Awareness & general understanding• Some use of tools
Act
ivit
y L
evel
• Beginning to understand tools• Uneven application & not tied to management systems• Education begins in earnest – learning, applying, reflecting
• Marked by intentional learning• Initial establishment of systematic approach• Broad education across enterprise• Specialized resources developed & deployed
• Integrated into management processes that have feedback mechanisms to reinforce them• Increased and deeper systematic work
• The way we do business and we are getting the results that reinforce that expectation
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Results
Staff engagement
Medical Home
Care Transitions
Administrative costs flat
Clinical cost trend far below national average
Care delivery improvements
Medicare Value Stream
Awards: JD Power, Consumer Reports, Puget Sound Health Alliance, NCQA etc.
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What are we working on now?
Stability of system – both what and why (Principles)
More front line driven continuous improvement
Use of lean principles in design (products, services, buildings)
Broader value streams across organizations
Implementation of large systems
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Our Lean Journey…
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Mental Models of Leadership
As leaders, what has made us successful in the past, may not serve us as well into the future…
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Reflections