The Key is Knowledge for a Process Improvement Culture
Post on 02-Dec-2014
491 Views
Preview:
DESCRIPTION
Transcript
1
Centura HealthCentura Health
The Key is Knowledge for aThe Key is Knowledge for aProcess Improvement CultureProcess Improvement Culture
by Deborah Smith, Ph.D., MBB, MCF
2
Objectives
Who is Centura Health? Process Improvement in a Large System Linking Opportunities for Cultural Transformation Generations Working side by side Selecting the Right Person Plan to go forward
3
We extend the healing ministry of Christ by caring for those
who are ill and by nurturing the health of the people of our
communities
BEHAVIOR IS A FUNCTION OF VALUES
B=F(V)
4
WHO WE ARE?
12 Hospitals
3 Clinics
3 Urgent Care Clinics
367 Skilled nursing beds
116 Alzheimer’s beds
1,051 Residential units
Statewide services include:
Home care
Hospice
HME (home infusion, oxygen, medical equipment
5
2005 Centura Health Statistics• Welcomed 12,510 newborns into the world• Calmly and effectively helped in 339,367 emergencies• Provided 87,676 compassionate hospital stays• Provided $333 million in uncompensated healthcare services to our communities• Underwrote $172 million in government care for the elderly and poor• Cared for 19,601 hospice and home care patients• Daily offered loving care to nearly 1,300 elderly residents in our senior care facilities• Contributed $14.7 million to more than 300 community programs• Provided more than 11,000 jobs• Returned more than $489 million in payroll to Colorado’s economy• Committed to nearly $1 billion in healthcare construction projects that support
Colorado’s economy• Fielded more than 82,000 calls from people seeking free health information including
RN health assessment/health education, community programs, facility and physician referrals through our ASK-A-NURSE program
6
Our Heritage
7
Patient Care Excellence
Focus: Evidence-Based Techniques•Pain Management•Responsiveness•SHARE
Measurements:•Percent 5 Patient Satisfaction
Operational Excellence
Focus: Industry Benchmarking•Labor Productivity•Expense Management
Measurements:•FTE/AOB•OEAA
Clinical Excellence
Focus: Evidence-Based Techniques•Rapid Response Teams•Medication Reconciliation
Focus: Industry Benchmarking•CMS Indicators
Measurements:•CMS Indicators
Associate Excellence
Focus: Evidence-Based Techniques•Rounding for Outcomes•30/90 Day Interviews•Thank You Notes
Focus: Mastery Development
Measurements:•Associate Satisfaction Survey•Voluntary Turnover
MISSIONWe extend the healing ministry of Christ by caring for those who are ill and by nurturing the health of the people in our communities.
VISIONCentura Health will fulfill a covenant of caring for our communities with excellence and integrity to become their partner for life.
VALUESCompassionRespectIntegritySpiritualityStewardship
ImaginationExcellence
LEADERSHIP COMPETENCIESBusiness AcumenMission and MinistryProcess ImprovementProblem Solving & Decision MakingCommunicationBuilding RelationshipsSelf-ManagementDeveloping OthersChange Management
MASTERDEVELOPMENTIntegrity TrainingSafety TrainingTB TestUnit CompetencyJob DescriptionMasteryLearningChemistryEmpathyDeliveryListeningLiving-Possibility
Line of Sight
Excellence in extending the healing ministry of Christ
SUPERIOR PATIENT EXPERIENCE
QUA
LITY
SERV
ICE
COST
PEO
PLE
GRO
WTH
COM
MUN
ITY
MISSION & COMMITMENT
VISION AND VALUESCONTINUOUS IMPROVEMENT
Excellence in extending the healing ministry of Christ
SUPERIOR PATIENT EXPERIENCE
QUA
LITY
SERV
ICE
COST
PEO
PLE
GRO
WTH
COM
MUN
ITY
MISSION & COMMITMENT
VISION AND VALUESCONTINUOUS IMPROVEMENT
8
Why take this Journey toProcess Improvement?
The only way for an Organization to reach its full potential is through people. That can only happen if
the organization is able to recruit and retain a talented and inspired workforce. This begins with a committed leadership team. That is what Process Improvement competency is all about: developing
leaders to take Centura to the top.
9
Individual Team Centura
Leadership changes begin, first, with the individual leader. Leadership behaviors impact the team, which drive the
organizational performance
LEADERSHIP
10
Defining Success
• Standardization across the system
• Common language and approaches
• Measurable and consistent processes
• A feeling of never being satisfied with good ... … A passion for continuous improvement
• Leadership-driven process
Better for hospitals, better for physicians and staff …Most importantly … better for patients and families
11
Centura’s Journey to Process Improvement
Retreat for Executive Leadership.
Retreat for Senior Leadership.
Champions, Projects & Future Leaders identified. Training,
Coaching,
Leading &
Results
Implementation
In progress
Process Improvement cuts across all key initiatives in an Organization.It unifies the initiatives and provides a common language
12
• Associate engagement is declining• We haven’t been able to move the patient
satisfaction needle• Layoffs or program eliminations• Physician loyalty in jeopardy• Turnover of key leaders• Quality Scores flat
The Burning Platform for Centura
Are we stuck!
13
Quality Initiatives
Malcolm Malcolm Baldrige AwardBaldrige Award
ISO 9000ISO 9000Lean Lean
ManufacturingManufacturing
Total Quality Total Quality ManagementManagement
KaizenKaizenSix SigmaSix Sigma
We have tried them all!!!
14
Forming the Strategic Partnership
Laying Foundation: 1st year• Establish operating structure for system• Standardization• Projects alignment with Pillars of Success• Begin Knowledge Practice Transfer for Process
Improvement• ROI based on opportunities, Leadership Guidance and
Data
Knowledge is Key to Perform and Transform• Superior Patient Experience• Preferred Place to Work • Autonomy at Local Level • System transformation• Designing departments/facilities of the future
Clinical & Operational Excellence
Sustainable Results
CulturalTransformation
Str
ate
gic
Tra
ns
form
ati
on
Standardization, Discipline, and Culture Change
Expanding Impact: 2nd year• Structured Deployment of Process Improvement• Leadership Competencies• Associate Competencies• Imbedding practices through support systems
15
Culture Transformation Architecture
`
`
I. Secure top-level commitment.
II. Gain critical mass.
III. Transfer competence to internal process improvement leaders.
IV. Roll out to entire organization.
Leaders:Personal leadership commitmentsFacilitated staff meetingsExecutive coachingFollow-up
Skills/Competency:Customized feedback processes Leadership for Results skills workshopsTraining Performance appraisal/compensationPromotions/succession planningPerformance Improvement initiatives
Process:Customer serviceKey company events/ceremoniesRecruitment/hiring/orientationLabor/management relationsAssociate/Patient/Physician Satisfaction
Voice:Advertising/brandingInternal communication Formal communication processes
Effectiveness: Strategic/business planning
Business goals and objectives
Phases Learning Practice Transfer
The retreat is the key catalyst to reach people, create insight, and unfreeze “old story” leadership behavior.
16
Generations at Work:• America’s workforce is unique and singular• Mix of race, gender, ethnicity and generations is
stunning• Generational differences cause tension, challenge,
opportunity and promise• Most companies don’t deal with generational
differences at all, much less positively• Increased diversity including more females with
Hispanics being the fastest-growing segment• Managers ill-equipped to manage the new workforce• Less Baby Boomers (workaholics) and more
Generation Xers (life/work balance)
17
For the first time, four generations are working side by side.
Veterans: 1925 – 1946
Boomers: 1947 – 1964
Gen X: 1965 – 1977
Gen Y: 1978 – 2000
Understand and speak the languages of the Generations:
18
Messages that motivate—Veterans:
• “Your experience is respected here.”• “It’s valuable to the rest of us to hear
what has—and has not—worked in the past.”
• “Your perseverance is valued and will be rewarded.”
19
Messages that motivate—Boomers:
• “You’re important to our success.”• “You’re valued here.”• “Your contribution is unique and
important.”• “We need you.”• “I approve of you.”• “You’re worthy.”
20
Messages that motivate—Gen X:
• “Do it your way.”
• “You have the newest and best hardware and software.”
• “There aren’t a lot of rules here.”
• “We’re not very corporate.”
21
Messages that motivate—Gen Y:
• “You’ll be working with other bright and creative people.”
• “Your boss is in her/his 60s.”• “You and your co-workers can turn this unit
around.”• “You can be a hero here.”
22
What qualities do we want in the Process Improvement Team?
CAN DOTechnical Skills
WILL DOPassion & Motivation
FITWork Style
Think of Your Top Talent
23
Character
Leading OrganizationalChange
InterpersonalSkills
Personal Capability
Focus on Results
The Process Improvement Team?
The Extraordinary Leader –TurningGood Managers into Great LeadersJohn Zenger & Joseph Folkman
24
• Listen, listen, listen• Leaders need to be consistent• Communication is key• Know what is important individually (VOC)• Core Value: EXCELLENCE
In all we do, we will: Put forth our personal and professional best, providing the highest quality of care of which we are capable; Commit ourselves to continuous improvement, seeking to set the recognized performance standards within our industry; Deliver a superior experience for all of our customers, sensing their needs and exceeding their expectations.
Teach how to build a Process Improvement Team:
25
Skill Sets to Develop
People
Skill Setsto
ImprovePerformance
Skill Sets to
Lead People
•Career Development•Communications•Developing and Maintaining Relationships•Effective Presentations•Influence, Persuasion and Collaboration•Innovation & Creativity•Judgement & Decision-Making•Learning & Applying Knowledge•Managing Change•Meeting & Exceeding Customer Expectations•Organization & Time Management•Planning & Acting Strategically•Problem Analysis
•Organization’s Mission/Vision/Values•Business Planning and Development•Operational Performance Analysis•Financial and Business Analysis•Information Management•Six Sigma Tools•Performance Measurement System•Performance Improvement Techniques/Processes•Healthcare as a Process•Variation/Measurement•Clinical Quality/Patient Safety Improvement Processes
•Managing Performance•Coaching and Developing People•Building and Leading Teams•Motivating Others•Strategic Leadership•Visionary Leadership
Process Improvement FocusPEOPLE
26
To Make this Work
• Need full-time Centura – MBB & BB allocated– MCF allocated
• Centura MBBs to teach Six Sigma and coach Black Belts & Green Belts while doing Projects
• Centura MCFs to teach RDMP and coach Change Facilitators while doing RDMPs
Typical model for 12,000 employees:
12 MBB (1 per 1000 employees) 60 BB (5 per 1 MBB) 1200 GB (20 per BB) 24 MCF (2 per 1000 employees) 240 ( 10 per MCF)
27
Tool Knowledge
Recruit the Best
BusinessKnowledge
Min
dse
t
Road Map
Co
re S
kills
ConductTraining & Mentorship
Lead System Initiatives
Strategic Development
•Ready To Go Timeline •Logistics Ready?•Assigned Mentor
•Project management•Help Centura Imagine the possibilities•Heath care knowledge•Operational Skills
Leadership- People Skills•Project Deployment/Execution•Resource Management
•Solve Business Problem Big Y•Operational Skills•Understand Processes•Expertise Building
•Build & Launch •Value Driven
0-6 Months
12-18 Months
Hire
Leaders are Born with Potential and Empowered with Knowledge Leaders are Born with Potential and Empowered with Knowledge
Special ProjectsWork on Big Y
Develop New Skills6-12 Months
18-24+ Months
Skills AcquiredS
tro
ng
Fo
un
dat
ion
28
The Challenge•People (GB,BB,MBB,CF,MCF)
• Underutilized Talents• Continuous development structure is not existent• Limited advancement horizontally or vertically
•Business Needs• Not moving fast enough to bring change • Need best talents to develop Process Improvement Team • Need talents to improve internal Satisfaction• Need top talents to lead Centura Process Improvement Team• Need corporate talent pool to meet training commitment for
system
Focus on Continuous Improvement Everyday
29
What has been done to date?• Currently in year 2 • Process Improvement experience hired MBB, BB,
MCF• Three waves of Green Belts trained (32) • Three working on Black Belt (3) to help coordinate
and lead waves of training and mentoring • First wave of Change Facilitators (32) trained in
Rapid Decision Making• First wave of Project Managers (75) trained in PM
and Clarity
Pipeline for Process Improvement Talent
30
Summary of Project DeliverablesProjects Count Percent Done 43 66.15 Hold 9 13.85 Process 13 20.00 N= 65
• Improved Cycle Times, Productivity, Efficiency in: •Radiology, Emergency, Laboratory, Materiel Management, Chaplain, Nursing Units
• Reduction of Documentation and Standardized for Independent Living• CMS indicators all trending up: CHF, AMI, Pneumonia• Potential 75 lives saved with RRT, Increased Codes in ICUs vs. Nursing Units• Improved time for Food to Residents at Nursing Home• Collaboration with external supply distributor• Financial: Discharged not final Billed improved cash flow:
• Baseline: $7.3M opportunity with $1.4M defects. • Improve: $7.5M opportunity with $526K defects
31
Lessons Learnedσ Provide a Vision
“The Soul does not think without a picture.”
σ Communicate Effectively, Openly and Often “There are not facts, only interpretations.”
σ Encourage Problem-Solving & Risk Taking- “ A problem is a chance for you to do your best.”
σ Run Interference and Remove Barriers “ The more I help others to succeed, the more I succeed.”
σ Provide Feedback “Feedback is the breakfast of Champions.”
σ Decisive and Courageous “Only those who risk going too far can possibly find out far to go.”
σ Use Humor “ A cheerful heart is good medicine.”
32
Summary
Help Leaders define the culture necessary to Build a Process Improvement Environment
Enhance and implement Line of Sight Connectivity: Mission,Vision, Values, Goals
Take the time to invest in the Right People for theProcess Improvement Team
33
We are on our way!! Stay tuned……
Thank YouDeborah Smith303 804 8111
deborahsmith@centura.org
top related