Welcome ORHLCP - OAHHS€¦ · SHMC. transitions Lean from management to methods • Bellingham....
Transcript of Welcome ORHLCP - OAHHS€¦ · SHMC. transitions Lean from management to methods • Bellingham....
Welcome ORHLCP
Agenda for Today
Context Gemba Exec Q&A Lunch ReflectionLikes & Please
ConsidersDeparture
Gemba Notes: • Eight groups, each visiting two areas in hospital or clinic• Use your cards to record questions for Exec Q&A • See name tag for group assignment
PeaceHealth – Who we are OUR CORE VALUESRespectWe respect the dignity and appreciate the worth of each person as demonstrated by our compassion, caring and acceptance of individual differences.
StewardshipWe choose to serve the community and hold ourselves accountable to exercise ethical and responsible stewardship in the allocation andutilization of human, financial, and environmental resources.
CollaborationWe value the involvement, cooperation and creativity of all who work together to promote the health of the community.
Social JusticeWe build and evaluate the structures of our organization and those of society to promote the just distribution of health care resources.
Founded in 1890 by the Sisters of St. Joseph of Peace
OUR MISSIONWe carry on the healing mission of Jesus Christ by promoting personal and community health, relieving pain and suffering, and treating each person in a loving and caring way.
OUR VISIONEvery person receives safe, compassionate care: every time, every touch.
OUR PATHEnabling the well-being of our neighbors in times of health and times of need.
PeaceHealth –Stats at a Glance
Our PeaceHealth JourneyW i t h L e a n & D a i l y M a n a g e m e n t S y s t e m
Harold Peters, P.Eng.System Director, Performance Improvement
Mid 1990s
•SHMC pioneers Lean in healthcare
•John Black Assoc. (JBA) supporting
•Execs to Japan•Management and methods approach
Early 2000s
•SHMC transitions Lean from management to methods
•Bellinghamadoption
Late 2000s
•Bellingham, Southwest Florence implement own versions of Lean
•SHMC RiverBend built on Lean principles
FY14 New approach selected
•Exec approves Lean as system improvement standard
•Joan Wellman & Assoc. (JWA) selected as coach and training partner
FY15
•Lean rebranded as CareOptimization
•Two-pronged strategy:•Operations•Projects
•Columbiaimplements first two modules of DMS
FY16
•Columbiacontinues implementation post-CareConnect (Epic)
•Spread to Oregonand all of PH Medical Group
PeaceHealth – History of Lean
Prior Approach (1995-2013) Current Approach (2014-2015)Project / kaizen / RPI focus Mindset, management, methods focus
Community System
Teach Lean tools to front-line Teach Lean management to leaders
Engage front-line in projects Engage front-line in daily improvements
Improvement owns the initiative Operations owns the initiative
Many projects Few projects
Spread = do more projects Spread = use more DMS
Dramatic changes, immediate ROI Engagement, culture change, delayed ROI
PeaceHealth’s Lean Journey
Cross-Functional Management
StrategyDeployment
Daily Management System (DMS)
CareOptimization Objectives
New mindset and management system– Culture of learning and continuous
improvement, with sustained improvements
Leaders with new capabilities– Lead improvement; coach caregivers
Engaged caregivers– Solving problems; improving the work
Standard methods and tools– The “how” for sustained improvement
Goal(True North
CareTogether Objectives(True North Metrics)
Caregiver & ProviderRequirements
Mission with a Business Purpose
Extraordinary Patient Care
Meaningful work
Consistent “good” income/benefits
Feel supported by management
Reasonable workload (no overburden)
Culture of respect/Safe work environment
PeaceHealth Vision
PeaceHealth Mission©2014 Joan Wellman & Associates, Inc.
CareOptimization Value Proposition
Lean as a Daily Management System (DMS)
The Lean Daily Management System
©2014 Joan Wellman & Associates, Inc.
Success Metrics Strategy Deployment – Ensure everyone is pulling in the same
direction at the same time.
Performance Boards – System goals, local target(s) outcomes, front-line-selected process improvement initiatives. Daily or weekly huddles to review status and progress.
Readiness Readiness Boards – status (red/green) of Safety, Workload, Staffing,
Methods, Equipment, Supplies
Units huddle for 10 minutes by shift or daily at their Readiness Board
Daily tiered huddles from unit, to local leadership to executive leadership
Standard Work
Units choose a specific process to standardize, track for abnormalities, and audit
Problem Solving
Front-line problem solving tools (STP, Everyday Kaizen) to apply to Performance and Readiness Boards
Schedule/Takt (Tempo)
Match capacity to demand; stay on schedule
PeaceHealth’s Lean Journey
2014 – Present Passing the Tipping Point Southwest – organic unit-level
implementation; now restarting with structured approach
St. John – structured start; leadership led
CareConnect (Epic) implementation – caused pause & momentum loss
Sacred Heart (Oregon) –structured implementation; leadership led; all modules scheduled
Medical Group – structured implementation; leadership led; all clinics implementing concurrently
Tipping Point
©2014 Joan Wellman & Associates, Inc.
PeaceHealth’s Lean Journey DMS Experiences
First six months: >90% of escalated patient care barriers solved by leadership (nearly 400 in each Columbia hospital)
Caregivers using words like “responsive” and “agile”
Leadership AssessmentNancy Steiger, FACHE, RN
President, Columbia and SVP, Ambulatory Services
Gemba visits No photographs of patients or patient information Check your nametag for your group number Join your group in the atrium (okay to leave belongings; room will be
occupied) Please ask questions ! Use your cards to record
questions for Exec Panel Q&A
Please return by 11:30
Group # Tour Guide Locations1 Elvin Surgery clinic and OB clinic2 Amy Eye Care clinic and Surgery clinic3 Monica Periop and Eye Care clinic4 Jennifer P. OB clinic and Neurology clinic5 Matt Diagnostic Imaging and 3N (Med/Surg)6 Liz and Molly 3N (Med/Surg) and Diagnostic Imaging7 Cindy Neurology Clinic and Surgery (hosp.)8 Vanessa Surgery (hosp.) and Periop
Plus Delta
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