Your SlideShare is downloading. ×
0
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
The Key is Knowledge for a Process Improvement Culture
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

The Key is Knowledge for a Process Improvement Culture

304

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
304
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
16
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Behavior is a function of values Behavior the way in which a person or group of people responds Values the complex beliefs ideals or standards which characterizes a person or group of people
  • Transcript

    • 1. Centura Health The Key is Knowledge for a Process Improvement Culture by Deborah Smith, Ph.D., MBB, MCF
    • 2. Objectives <ul><li>Who is Centura Health? </li></ul><ul><li>Process Improvement in a Large System </li></ul><ul><li>Linking Opportunities for Cultural Transformation </li></ul><ul><li>Generations Working side by side </li></ul><ul><li>Selecting the Right Person </li></ul><ul><li>Plan to go forward </li></ul>
    • 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? <ul><li>12 Hospitals </li></ul><ul><li>3 Clinics </li></ul><ul><li>3 Urgent Care Clinics </li></ul><ul><li>367 Skilled nursing beds </li></ul><ul><li>116 Alzheimer’s beds </li></ul><ul><li>1,051 Residential units </li></ul><ul><li>Statewide services include: </li></ul><ul><li>Home care </li></ul><ul><li>Hospice </li></ul><ul><li>HME (home infusion, oxygen, medical equipment </li></ul>
    • 5. 2005 Centura Health Statistics <ul><li>Welcomed 12,510 newborns into the world </li></ul><ul><li>Calmly and effectively helped in 339,367 emergencies </li></ul><ul><li>Provided 87,676 compassionate hospital stays </li></ul><ul><li>Provided $333 million in uncompensated healthcare services to our communities </li></ul><ul><li>Underwrote $172 million in government care for the elderly and poor </li></ul><ul><li>Cared for 19,601 hospice and home care patients </li></ul><ul><li>Daily offered loving care to nearly 1,300 elderly residents in our senior care facilities </li></ul><ul><li>Contributed $14.7 million to more than 300 community programs </li></ul><ul><li>Provided more than 11,000 jobs </li></ul><ul><li>Returned more than $489 million in payroll to Colorado’s economy </li></ul><ul><li>Committed to nearly $1 billion in healthcare construction projects that support Colorado’s economy </li></ul><ul><li>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 </li></ul>
    • 6. Our Heritage
    • 7. MISSION We extend the healing ministry of Christ by caring for those who are ill and by nurturing the health of the people in our communities.   VISION Centura Health will fulfill a covenant of caring for our communities with excellence and integrity to become their partner for life. VALUES C ompassion R espect I ntegrity S pirituality S tewardship Imagination Excellence LEADERSHIP COMPETENCIES Business Acumen Mission and Ministry Process Improvement Problem Solving &amp; Decision Making Communication Building Relationships Self-Management Developing Others Change Management MASTER DEVELOPMENT Integrity Training Safety Training TB Test Unit Competency Job Description Mastery Learning Chemistry Empathy Delivery Listening Living-Possibility Line of Sight <ul><li>Focus: Evidence-Based Techniques </li></ul><ul><li>Pain Management </li></ul><ul><li>Responsiveness </li></ul><ul><li>SHARE </li></ul><ul><li>Measurements: </li></ul><ul><li>Percent 5 Patient Satisfaction </li></ul>Patient Care Excellence <ul><li>Focus: Industry Benchmarking </li></ul><ul><li>Labor Productivity </li></ul><ul><li>Expense Management </li></ul><ul><li>Measurements: </li></ul><ul><li>FTE/AOB </li></ul><ul><li>OEAA </li></ul>Operational Excellence <ul><li>Focus: Evidence-Based Techniques </li></ul><ul><li>Rapid Response Teams </li></ul><ul><li>Medication Reconciliation </li></ul><ul><li>Focus: Industry Benchmarking </li></ul><ul><li>CMS Indicators </li></ul><ul><li>Measurements: </li></ul><ul><li>CMS Indicators </li></ul>Clinical Excellence <ul><li>Focus: Evidence-Based Techniques </li></ul><ul><li>Rounding for Outcomes </li></ul><ul><li>30/90 Day Interviews </li></ul><ul><li>Thank You Notes </li></ul><ul><li>Focus: Mastery Development </li></ul><ul><li>Measurements: </li></ul><ul><li>Associate Satisfaction Survey </li></ul><ul><li>Voluntary Turnover </li></ul>Associate Excellence
    • 8. Why take this Journey to Process 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 <ul><li>Standardization across the system </li></ul><ul><li>Common language and approaches </li></ul><ul><li>Measurable and consistent processes </li></ul><ul><li>A feeling of never being satisfied with good ... … A passion for continuous improvement </li></ul><ul><li>Leadership-driven process </li></ul>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 &amp; Future Leaders identified. Training, Coaching, Leading &amp; Results Implementation In progress Process Improvement cuts across all key initiatives in an Organization. It unifies the initiatives and provides a common language
    • 12. <ul><li>Associate engagement is declining </li></ul><ul><li>We haven’t been able to move the patient satisfaction needle </li></ul><ul><li>Layoffs or program eliminations </li></ul><ul><li>Physician loyalty in jeopardy </li></ul><ul><li>Turnover of key leaders </li></ul><ul><li>Quality Scores flat </li></ul>The Burning Platform for Centura Are we stuck!
    • 13. Quality Initiatives Malcolm Baldrige Award Total Quality Management We have tried them all!!! ISO 9000 Lean Manufacturing Kaizen Six Sigma
    • 14. Forming the Strategic Partnership <ul><li>Laying Foundation: 1 st year </li></ul><ul><li>Establish operating structure for system </li></ul><ul><li>Standardization </li></ul><ul><li>Projects alignment with Pillars of Success </li></ul><ul><li>Begin Knowledge Practice Transfer for Process Improvement </li></ul><ul><li>ROI based on opportunities, Leadership Guidance and Data </li></ul><ul><li>Knowledge is Key to Perform and Transform </li></ul><ul><li>Superior Patient Experience </li></ul><ul><li>Preferred Place to Work </li></ul><ul><li>Autonomy at Local Level </li></ul><ul><li>System transformation </li></ul><ul><li>Designing departments/facilities of the future </li></ul>Clinical &amp; Operational Excellence Sustainable Results Cultural Transformation Strategic Transformation Standardization, Discipline, and Culture Change <ul><li>Expanding Impact: 2 nd year </li></ul><ul><li>Structured Deployment of Process Improvement </li></ul><ul><li>Leadership Competencies </li></ul><ul><li>Associate Competencies </li></ul><ul><li>Imbedding practices through support systems </li></ul>
    • 15. Culture Transformation Architecture ` ` <ul><li>I. Secure top-level commitment. </li></ul><ul><li>Gain critical mass. </li></ul><ul><li>Transfer competence to internal process improvement leaders. </li></ul><ul><li>IV. Roll out to entire organization. </li></ul><ul><li>Leaders: </li></ul><ul><ul><li>Personal leadership commitments </li></ul></ul><ul><ul><li>Facilitated staff meetings </li></ul></ul><ul><ul><li>Executive coaching </li></ul></ul><ul><ul><li>Follow-up </li></ul></ul><ul><li>Skills/Competency: </li></ul><ul><ul><li>Customized feedback processes </li></ul></ul><ul><ul><li>Leadership for Results skills workshops </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Performance appraisal/compensation </li></ul></ul><ul><ul><li>Promotions/succession planning </li></ul></ul><ul><ul><li>Performance Improvement initiatives </li></ul></ul><ul><li>Process: </li></ul><ul><ul><li>Customer service </li></ul></ul><ul><ul><li>Key company events/ceremonies </li></ul></ul><ul><ul><li>Recruitment/hiring/orientation </li></ul></ul><ul><ul><li>Labor/management relations </li></ul></ul><ul><ul><li>Associate/Patient/Physician Satisfaction </li></ul></ul><ul><li>Voice: </li></ul><ul><ul><li>Advertising/branding </li></ul></ul><ul><ul><li>Internal communication </li></ul></ul><ul><ul><li>Formal communication processes </li></ul></ul><ul><li>Effectiveness: </li></ul><ul><li> Strategic/business planning </li></ul><ul><ul><li>Business goals and objectives </li></ul></ul>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: <ul><li>America’s workforce is unique and singular </li></ul><ul><li>Mix of race, gender, ethnicity and generations is stunning </li></ul><ul><li>Generational differences cause tension, challenge, opportunity and promise </li></ul><ul><li>Most companies don’t deal with generational differences at all, much less positively </li></ul><ul><li>Increased diversity including more females with Hispanics being the fastest-growing segment </li></ul><ul><li>Managers ill-equipped to manage the new workforce </li></ul><ul><li>Less Baby Boomers (workaholics) and more Generation Xers (life/work balance) </li></ul>
    • 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: <ul><li>“ Your experience is respected here.” </li></ul><ul><li>“ It’s valuable to the rest of us to hear what has—and has not—worked in the past.” </li></ul><ul><li>“ Your perseverance is valued and will be rewarded.” </li></ul>
    • 19. Messages that motivate—Boomers: <ul><li>“ You’re important to our success.” </li></ul><ul><li>“ You’re valued here.” </li></ul><ul><li>“ Your contribution is unique and important.” </li></ul><ul><li>“ We need you.” </li></ul><ul><li>“ I approve of you.” </li></ul><ul><li>“ You’re worthy.” </li></ul>
    • 20. Messages that motivate—Gen X: <ul><li>“ Do it your way.” </li></ul><ul><li>“ You have the newest and best hardware and software.” </li></ul><ul><li>“ There aren’t a lot of rules here.” </li></ul><ul><li>“ We’re not very corporate.” </li></ul>
    • 21. Messages that motivate—Gen Y: <ul><li>“You’ll be working with other bright and creative people.” </li></ul><ul><li>“Your boss is in her/his 60s.” </li></ul><ul><li>“You and your co-workers can turn this unit around.” </li></ul><ul><li>“You can be a hero here.” </li></ul>
    • 22. What qualities do we want in the Process Improvement Team? CAN DO Technical Skills WILL DO Passion &amp; Motivation FIT Work Style Think of Your Top Talent
    • 23. Character Leading Organizational Change Interpersonal Skills Personal Capability Focus on Results The Process Improvement Team? The Extraordinary Leader –Turning Good Managers into Great Leaders John Zenger &amp; Joseph Folkman
    • 24. <ul><li>Listen, listen, listen </li></ul><ul><li>Leaders need to be consistent </li></ul><ul><li>Communication is key </li></ul><ul><li>Know what is important individually (VOC) </li></ul><ul><li>Core Value: EXCELLENCE </li></ul><ul><li>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. </li></ul>Teach how to build a Process Improvement Team:
    • 25. Skill Sets to Develop People Skill Sets to Improve Performance Skill Sets to Lead People <ul><li>Career Development </li></ul><ul><li>Communications </li></ul><ul><li>Developing and Maintaining Relationships </li></ul><ul><li>Effective Presentations </li></ul><ul><li>Influence, Persuasion and Collaboration </li></ul><ul><li>Innovation &amp; Creativity </li></ul><ul><li>Judgement &amp; Decision-Making </li></ul><ul><li>Learning &amp; Applying Knowledge </li></ul><ul><li>Managing Change </li></ul><ul><li>Meeting &amp; Exceeding Customer Expectations </li></ul><ul><li>Organization &amp; Time Management </li></ul><ul><li>Planning &amp; Acting Strategically </li></ul><ul><li>Problem Analysis </li></ul><ul><li>Organization’s Mission/Vision/Values </li></ul><ul><li>Business Planning and Development </li></ul><ul><li>Operational Performance Analysis </li></ul><ul><li>Financial and Business Analysis </li></ul><ul><li>Information Management </li></ul><ul><li>Six Sigma Tools </li></ul><ul><li>Performance Measurement System </li></ul><ul><li>Performance Improvement Techniques/Processes </li></ul><ul><li>Healthcare as a Process </li></ul><ul><li>Variation/Measurement </li></ul><ul><li>Clinical Quality/Patient Safety Improvement Processes </li></ul><ul><li>Managing Performance </li></ul><ul><li>Coaching and Developing People </li></ul><ul><li>Building and Leading Teams </li></ul><ul><li>Motivating Others </li></ul><ul><li>Strategic Leadership </li></ul><ul><li>Visionary Leadership </li></ul>Process Improvement Focus PEOPLE
    • 26. To Make this Work <ul><li>Need full-time Centura </li></ul><ul><ul><li>MBB &amp; BB allocated </li></ul></ul><ul><ul><li>MCF allocated </li></ul></ul><ul><li>Centura MBBs to teach Six Sigma and coach Black Belts &amp; Green Belts while doing Projects </li></ul><ul><li>Centura MCFs to teach RDMP and coach Change Facilitators while doing RDMPs </li></ul><ul><li>Typical model for 12,000 employees: </li></ul><ul><ul><li>12 MBB (1 per 1000 employees) </li></ul></ul><ul><ul><li>60 BB (5 per 1 MBB) </li></ul></ul><ul><ul><li>1200 GB (20 per BB) </li></ul></ul><ul><ul><li>24 MCF (2 per 1000 employees) </li></ul></ul><ul><ul><li>240 ( 10 per MCF) </li></ul></ul>
    • 27. Tool Knowledge Recruit the Best Business Knowledge Mindset Road Map Core Skills Conduct Training &amp; Mentorship Lead System Initiatives Strategic Development <ul><li>Ready To Go Timeline </li></ul><ul><li>Logistics Ready? </li></ul><ul><li>Assigned Mentor </li></ul><ul><li>Project management </li></ul><ul><li>Help Centura Imagine the possibilities </li></ul><ul><li>Heath care knowledge </li></ul><ul><li>Operational Skills </li></ul><ul><li>Lead ership- People Skills </li></ul><ul><li>Project Deployment/Execution </li></ul><ul><li>Resource Management </li></ul><ul><li>Solve Business Problem Big Y </li></ul><ul><li>Operational Skills </li></ul><ul><li>Understand Processes </li></ul><ul><li>Expertise Building </li></ul><ul><li>Build &amp; Launch </li></ul><ul><li>Value Driven </li></ul>0-6 Months 12-18 Months Hire Leaders are Born with Potential and Empowered with Knowledge Special Projects Work on Big Y Develop New Skills 6-12 Months 18-24+ Months Skills Acquired Strong Foundation
    • 28. The Challenge <ul><li>People (GB,BB,MBB,CF,MCF) </li></ul><ul><ul><ul><li>Underutilized Talents </li></ul></ul></ul><ul><ul><ul><li>Continuous development structure is not existent </li></ul></ul></ul><ul><ul><ul><li>Limited advancement horizontally or vertically </li></ul></ul></ul><ul><li>Business Needs </li></ul><ul><ul><ul><li>Not moving fast enough to bring change </li></ul></ul></ul><ul><ul><ul><li>Need best talents to develop Process Improvement Team </li></ul></ul></ul><ul><ul><ul><li>Need talents to improve internal Satisfaction </li></ul></ul></ul><ul><ul><ul><li>Need top talents to lead Centura Process Improvement Team </li></ul></ul></ul><ul><ul><ul><li>Need corporate talent pool to meet training commitment for system </li></ul></ul></ul>Focus on Continuous Improvement Everyday
    • 29. What has been done to date? <ul><li>Currently in year 2 </li></ul><ul><li>Process Improvement experience hired MBB, BB, MCF </li></ul><ul><li>Three waves of Green Belts trained (32) </li></ul><ul><li>Three working on Black Belt (3) to help coordinate and lead waves of training and mentoring </li></ul><ul><li>First wave of Change Facilitators (32) trained in Rapid Decision Making </li></ul><ul><li>First wave of Project Managers (75) trained in PM and Clarity </li></ul>Pipeline for Process Improvement Talent
    • 30. Summary of Project Deliverables Projects Count Percent Done 43 66.15 Hold 9 13.85 Process 13 20.00 N= 65 <ul><li>Improved Cycle Times, Productivity, Efficiency in: </li></ul><ul><ul><li>Radiology, Emergency, Laboratory, Materiel Management, </li></ul></ul><ul><ul><li>Chaplain, Nursing Units </li></ul></ul><ul><li>Reduction of Documentation and Standardized for Independent Living </li></ul><ul><li>CMS indicators all trending up: CHF, AMI, Pneumonia </li></ul><ul><li>Potential 75 lives saved with RRT, Increased Codes in ICUs vs. Nursing Units </li></ul><ul><li>Improved time for Food to Residents at Nursing Home </li></ul><ul><li>Collaboration with external supply distributor </li></ul><ul><li>Financial: Discharged not final Billed improved cash flow: </li></ul><ul><ul><li>Baseline: $7.3M opportunity with $1.4M defects. </li></ul></ul><ul><ul><li>Improve: $7.5M opportunity with $526K defects </li></ul></ul>
    • 31. Lessons Learned <ul><li>Provide a Vision </li></ul><ul><ul><li>“ The Soul does not think without a picture.” </li></ul></ul><ul><ul><ul><li>Communicate Effectively, Openly and Often </li></ul></ul></ul><ul><ul><ul><li>“ There are not facts, only interpretations.” </li></ul></ul></ul><ul><ul><ul><li>Encourage Problem-Solving &amp; Risk Taking- </li></ul></ul></ul><ul><ul><ul><li>“ A problem is a chance for you to do your best.” </li></ul></ul></ul><ul><ul><ul><li>Run Interference and Remove Barriers </li></ul></ul></ul><ul><ul><ul><li>“ The more I help others to succeed, the more I succeed.” </li></ul></ul></ul><ul><ul><ul><li>Provide Feedback </li></ul></ul></ul><ul><ul><ul><li>“ Feedback is the breakfast of Champions.” </li></ul></ul></ul><ul><ul><ul><li>Decisive and Courageous </li></ul></ul></ul><ul><ul><ul><li>“ Only those who risk going too far can possibly find out far to go.” </li></ul></ul></ul><ul><ul><ul><li>Use Humor </li></ul></ul></ul><ul><ul><ul><li>“ A cheerful heart is good medicine.” </li></ul></ul></ul>
    • 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 the Process Improvement Team
    • 33. We are on our way!! Stay tuned…… Thank You Deborah Smith 303 804 8111 [email_address]

    ×