creativity and innovation in healthcare
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Creativity and Innovation in Healthcare
May 12th, 2011WCBF Lean Six Sigma & Process Improvement
in Healthcare Summit
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Discussion Agenda
1. Firm Foundation (The first 5 years) (Strategy, Executive Support, Dedicated Team, Integrated Approach)
2. Current: 2011 Initiative
3. Future: 2-3 Year Sustainability Strategy
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© Columbus Regional Hospital
Key Takeaways
1. Executive Team Support (Strategy)
2. Dedicated Resources
3. Value Proposition
4. Adaptability (Innovation / Standardization)
5. Timelines, Deliverables, Budgets (Results & Outcomes)
6. Good, Bad, Ugly
7. 80 / 20 (Relationships/Methods)
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Columbus Regional Hospital
• 225 bed not-for-profit, county-owned hospital founded in 1917 – largest hospital in southeastern Indiana
• 1,625 employees – second largest employer in county
• 220 physicians on staff in 35 medical specialties
• Building design by internationally renowned architect Robert A.M. Stern – Columbus ranks sixth in the U.S. for architectural innovation and design by the American Institute of Architects
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Mission, Vision, and Values
Mission:
Improve the health and well-being of the people we serve.
Vision:
To be the best in the country at everything we do.
Values:
- Strong Leadership - Personal Excellence
- Teamwork - Ethics
- Commitment - Caring
- Citizenship - Quality
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A Culture of Excellence
Two-time award finalist
Ranked six straight years
1st Magnet nursing hospital in Indiana
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© Columbus Regional Hospital
#1 Firm Foundation:• Team• Value• Integration
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Lean Sigma Team
Sharon Chandler
Debbie Hudson
Todd Lammert
Linda Sneed
Natalie Thieret
Doug Sabotin
Marlene Weatherwax
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© Columbus Regional Hospital
Lean Sigma 2005 – Present…..
Value = Quality + Safety + Satisfaction Cost
Simplify, Standardize, Automate
• Very Strong Executive Team Support & Commitment
• Resources Dedicated to PI (at least 6 at all times since 2005)
• External Expert Consultant: SBTI (Dr. Ian Wedgwood)
• Over 70 Improvement Projects
• $18.4 Million Net Return to Organization
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Integrated Approach
• Lean / Six Sigma
• Baldrige
• Studer
• Project Management
• Human Centered Design
• Simulation
• Leadership: Shakespeare
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#2: 2011 Case Study
Process Standardization
Improvement is important….Standardization is critical so that we know what to improve
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2011 Strategic Theme:Process Standardization Theme
Lead: VP Professional & Support ServicesCo-Lead: VP/CIO
Members:VP/Strategy OfficerVP/CNOVP Business Dev. & OP ServicesManager Human ResourcesManager NursingDirector Auxiliary ServicesDirector NursingDirector Nursing
Director RadiologyDirector LabDirector Facilities Mgt.Director Registration / Pt Financial SrvcsDirector Information ServicesDirector Lean SigmaAdministrative AssistantBlack Belt/Team Facilitator
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© Columbus Regional Hospital
2011 – Process Standardization
2 Must Haves….
1.Events (Projects)
2.Management Coaching, Mentoring, Support
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How will this work and what will we do?
Prep Event Implement
Management Focus
Process Focus2 weeks 3 days 3 weeks
8 - 10 weeks
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What & How
• Events (Projects):1. Process Map (Locked Down)2. Standard Work Instructions3. Control Plan Summary4. Process Board
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Process Map: Where Do We Listen??
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Standard Work Instructions - Scripting
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How do I know how we’re doing??
© Columbus Regional Hospital
Process Step
Step Owner
Control Element (What will be monitored)
Measurement (How is it
measured/monitored)
Owner (Who will
monitor/measure)
Frequency (How often will it be
monitored/measured)
Sample Size (How many should be measured/monitored)
Goal (Target for the
process)
Process Specifications
(Level of minimum performance)
Reaction Plan (What will be done if process measure falls below specification)
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Tracking Board for Metrics data
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Real Time Process Board
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What are we really doing here?
Management Coaching, Mentoring, Support• D.R.U.M.
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The scorecard….
2-3 Weeks 3 Days 5 Weeks
EVENT & PM PREP EVENT PM SUPPORT MGR/DIR MGR/DIR MGR/DIR MGR/DIR MGR/DIR MGR/DIR
DIR/VP DIR/VP DIR/VP DIR/VP DIR/VP DIR/VP
3 4 5
4-6 Weeks (30-45 Days) TBD Period of Time
3Event & Process Mgt Support Complete
(Event & PM Deliverables Complete)
Closure/Sign-off meeting includes:1.) Manager2.) Director3.) Belt4.) Director Lean Sigma
*Meeting Scheduled By Belt
4Theme Team Review/Audit (in dept)
(Control Plan Demonstrated Use)(Maturity Matrix Review - Score TBD)
Meeting includes:1.) Manager, Director, VP3.) Theme Team Sub-Committee
*Meeting Scheduled By Theme Team
5Manager/Director Requests
Re-engagement from Theme Team
(Control Plan Demonstrated Use)(Maturity Matrix Review - Score TBD)
Meeting includes:1.) Manager, Director, VP3.) Theme Team Sub-Committee
*Meeting Requested By Manager/Dir
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Phase 1 - Rollout Schedule
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Event & Process Management Checklist
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Process Standardization Next Steps
Q1 & Q2 2011 (Phase 1): One process in each departmentLeadership (Management) Support
Future (Phase 2):Management DevelopmentControlled improvements (Change)Additional process eventsIntegration with I.T.
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© Columbus Regional Hospital
2011 & Beyond – Innovation
Innovation:• Incremental• Substantial• Disruptive
LeanSix Sigma
InnovationHuman Centered Design
Simulation
Office of Project & Strategy
Management
Methods Tools
Clinical Quality & Safety
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Leadership Learnings
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© Columbus Regional Hospital
Key Takeaways
1. Executive Team Support (Strategy)
2. Dedicated Resources
3. Value Proposition
4. Adaptability (Innovation & Standardization)
5. Timelines, Deliverables, Budgets Oh My!!
6. Good, Bad, Ugly
7. 80 / 20 (Relationships/Methods)
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Questions?
© Columbus Regional Hospital