Creativity and Innovation in Healthcare

Creativity and Innovation in Healthcare

May 12th, 2011WCBF Lean Six Sigma & Process Improvement

in Healthcare Summit

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

© 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)

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

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

A Culture of Excellence

Two-time award finalist

Ranked six straight years

1st Magnet nursing hospital in Indiana

http://www.100tophospitals.com/


#1 Firm Foundation:• Team• Value• Integration

Lean Sigma Team

Sharon Chandler

Debbie Hudson

Todd Lammert

Linda Sneed

Natalie Thieret

Doug Sabotin

Marlene Weatherwax


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

Integrated Approach

• Lean / Six Sigma

• Baldrige

• Studer

• Project Management

• Human Centered Design

• Simulation

• Leadership: Shakespeare

Login | My Cart (0) | Contact Us

00954780UTF-8Searchwww.stude

http://www.studergroup.com/dotCMS/login

http://www.firestarterpublishing.com/dotCMS/viewCart

http://www.studergroup.com/customer_service/

http://www.studergroup.com/home/index.dot


#2: 2011 Case Study

Process Standardization

Improvement is important….Standardization is critical so that we know what to improve


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


2011 – Process Standardization

2 Must Haves….

1.Events (Projects)

2.Management Coaching, Mentoring, Support

How will this work and what will we do?

Prep Event Implement

Management Focus

Process Focus2 weeks 3 days 3 weeks

8 - 10 weeks


What & How

• Events (Projects):1. Process Map (Locked Down)2. Standard Work Instructions3. Control Plan Summary4. Process Board

Process Map: Where Do We Listen??

Standard Work Instructions - Scripting

How do I know how we’re doing??


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)

Tracking Board for Metrics data

Real Time Process Board



What are we really doing here?

Management Coaching, Mentoring, Support• D.R.U.M.


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

Phase 1 - Rollout Schedule


Event & Process Management Checklist


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.


2011 & Beyond – Innovation

Innovation:• Incremental• Substantial• Disruptive

LeanSix Sigma

InnovationHuman Centered Design

Simulation

Office of Project & Strategy

Management

Methods Tools

Clinical Quality & Safety


Leadership Learnings


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)

Questions?


Education

Creativity and Innovation in Healthcare