Transformational Leadership for Lean Health CareTransformational Leadership for Lean Health Care...
Transcript of Transformational Leadership for Lean Health CareTransformational Leadership for Lean Health Care...
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Transformational Leadership for
Lean Health Care
Bruce Roe, MD
St. Boniface Hospital
Chief Medical Officer
Executive Champion, Transformation
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180 Departments
7 Separate buildings on 20 acres of land
Number of employees 3,854
Number of beds 538
Patient days 169,265
Number of admissions 26,769
Outpatient activity 233,189
Doctors with admitting privileges 597
Annual budget $302,680.00
St.Boniface Hospital
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2007
• Patchy improvements in
quality
Could ”lean” help?
• In healthcare?
• Few pioneers
• Local business - mentors
Lean … in Health Care?
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The Cost of Health Care
How much is Waste?
30% of Health Care spending is waste
Unnecessary Services
Excessive Administrative costs
Prices that are too high
Fraud
Inefficiency oof deliveredservices
Missed preventionopportunities
17%
10%
15% 25%
7%
30%
IOM Health Care Imperative 2010
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The Transformation Journey
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Transformation using Lean Thinking
Lean Thinking provides the principles to transformation at SBGH:
• Identify what patients value and remove the things that are not valued
• A bias for rapid experimentation and trying new things
• Solutions come from those doing the work
• Improvement occurs where the work takes place
Lean Thinking is not:
• Loss of Employment
• A collection of tools or research methods
• Performed by External Consultants
• A project
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Why we must transform
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Our vision
To deliver the safest and highest quality of care to every patient,
every encounter, every day, with the best outcomes….
At a price we can afford!
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True North Directions
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“Lean tools are great!”
5S
One-piece flow
• A3
• Value streams & mapping
• Kaizen
• Rapid Improvement Events
• 6S
• 3P
• Kanban
• Audits /Kamishibai
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Measure Initial
State
Confirmed
State
Patient handoffs 7 4
Patient Distance Traveled 306 ft 306
EKG Tech Distance Traveled 1390 ft 10 ft
Emergency Cardiac Patients
Presentation to EKG Interpreted RIE (example)
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Rapid Improvement Event #1 ACS Triage to EKG Interpreted
Trials
Team work
New EKG room
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Just A Few Of Our Proudest Moments...
• ER Results
• Direct Admit ACSS
• Surgical Safety Checklist
• Clinical Documentation
• Nurse-to-Nurse reports
• Surgery On The Move
• Inventory Right-Sizing
• Prevention of Falls
• Staff Scheduling
• Cardiac Transitions
• Accounts Payable Process
• Staffing Absences & WCB
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Mission Control and Visual Management
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“People are everything!”
Improvement ideas come from those who do the
work, or experience the care
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“You’ve put the fun back into Health Care”
“This gives us hope!”
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Result-oriented
Fragmented Thinking
Command & Control
Defensive
Knower’s
Thinking that Drives Complexity Thinking that Drives Continuous
Improvement
Result-oriented
Fragmented Thinking
Command & Control
Defensive
Knower’s
Process-oriented
Systems thinking
Leader as a teacher
Engaging
Learners
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We are a better hospital than in 2008
Our patients
• Are surviving more
• are more satisfied
• are recovering more quickly
• Our capacity is greater
• Our staff are more engaged
• We have achieved real savings….
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Staff is more engaged
10% better than
national average
in Healthcare
40%
45%
50%
55%
60%
65%
70%
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
% o
f st
aff
enga
ged
Year
Hewitt % of Staff Engaged
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Lean – Success or Failure?
“Hubris is a dangerous enemy”
~Pascal Dennis
Relentless pursuit of perfection
means just that; self-critique and
facing one’s problems”
~Steven Spear
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Reflection Point
• Lots of activity
• Pockets of improvement
• Engagement “flat”
• Fragmented deployment – not connected
• Engagement at front line and connection to goals and vision missing
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“Lean tools are great!”
5S
One-piece flow
• A3
• Value streams & mapping
• Kaizen
• Rapid Improvement Events
• 6S
• 3P
• Kanban
• Audits /Kamishibai
But not anchored in systems or principles,
will not drive culture
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Shingo Model
“House” “Diamond”
SUPPLY MANAGEMENT
Lead with Humility
Respect Every Individual
PRODUCT &
SERVICE
DEVELOPMENT
CUSTOMER
RELATIONS
RESULTS
ENTERPRISE ALIGNMENT
CONTINUOUS PROCESS
IMPROVEMENT
CULTURAL ENABLERS
Nurture Long-term Relationships
Empower & Involve Everyone
Develop People
Assure a Safe Environment
OPERATIONS
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Stabilize Processes
Rely on Data
Standardize Processes
Insist on Direct Observation
Focus on Value Stream
Keep It Simple & Visual
Identify and Eliminate Waste
Integrate Improvement with Work
Create Constancy of Purpose
Think Systemically
See Reality
Focus on Long-Term
Align Systems
Align Strategy
Create Value for the Customer
Measure what Matters
Align Behaviors with Performance
Identify Cause & Effect Relationships GUIDING PRINCIPLES Core Values Anchored to
INDIVIDUAL
FOCUS
ORGANIZATIONAL
FOCUS
CULTURE (Behavioral
Evidence)
RESULTS SYSTEMS
TOOLS
GUIDING PRINCIPLES SUPPORTING PRINCIPLES
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Shift from Tool-Focus to Principle-Focus
Iterative Leadership training
External Gembas
Internal assessments
Building Systems
•(SIPOC)
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Key Systems:
• Strategy Deployment
• Managing for Daily Improvement
• Coaching System
Key Behaviors
2 pilot areas for Operational Excellence System (Cardiac Surgery and Pharmacy)
Building Systems to drive Right Behaviors
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Transformation journey
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Questions?
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Thank You!
Please complete the session survey at:
AMESurvey.org
Session Code: (To be advised)
Transformational Leadership for Lean Health
Care
Dr. Bruce Roe St. Boniface Hospital