Presented by Roger Chen, hosted by Mark Graban and KaiNexus In this webinar, Roger Chen, Executive Director of Lean Transformation at IU Health, shares "lessons from the field" based on his experiences in healthcare (and previously in industry). You will learn how to identify the phases of the Transformation Continuum and adaptation of rapid improvement and project management methods to standardize efficiency and spread effectiveness -- applicable for any setting! Roger Chen Roger Chen is the Executive Director of Lean Transformation at IU Health. He is an organization transformation and change management coach, with a history of quality improvement, operations management and leadership development expertise. He graduated with a B.S. in Electronics from DeVry Institute of Technology in 1986, and earned his International MBA from Nova Southeastern University in 1999. As a certified Six Sigma Black Belt and Master Black Belt, Roger has a unique understanding of the challenges to transition from an existing quality framework to a lean enterprise. He has lead ISO 9001:2000 Certification, Joint Commission compliance, technology teams, and developed materials to teach large organizations nationally and internationally. He has been invited to speak to healthcare institutions in the USA and Latin America on how to integrate lean thinking and leadership development to improve the effectiveness of healthcare operations. His greatest strength is helping others realize their potential while performing their jobs, so they contribute more to their organizations and society while living a better life. His passion for coaching others to succeed allows him to excel in the development of individuals so they work as a high performing and self-directed team. He believes that lean thinking is critical to solving the long-standing challenges facing our healthcare system.

1. How to Navigate the
Transformation Continuum
Host: Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Roger Chen
Indiana University Health
leantransform@gmail.com

2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question at
any time
• Recording link & slides will be sent via email
– Also – see the “Handouts” feature and Chat box

3. Our Presenter
About Roger Chen
• 30+ years of experience
• General Electric
– Six Sigma Master Black Belt
– Senior Lean Value Stream Manager
• Martin Memorial Health System
• Lee Health
• Indiana University Health

4. Navigating the
Transformation Continuum

5. Transformation Office Programs
5
§Quality Resource Center –
providing support for quality
and process improvement
capability
§System Initiative Deployment –
Doing the work with alignment
and clarity to strategic priorities
§Lean Training Institute –
Developing curriculum for
continuous improvement skills

6. Transformation Office Purpose
6
§To accelerate achievement of IU Health system priorities through the application of lean
principles and methods
§“Lean management (verb) is the process to deploy strategy to operations”
§Strategic plan priority areas = system portfolio (enterprise program management)
Strategic initiatives = system programs (capital and people investment)
“tactics” = major projects (system value streams)

7. Strategic Portfolio Areas and Program Panels
7
4 Portfolio Areas
Programs or
Initiatives
Projects and Sub-Projects

8. Standardize
Process
Spread
Process
Improve
Process
Innovate
70% 30%
System Transformation Continuum

9. System Initiative Deployment
9
§Alignment for Strategic System Projects
– Best Practices Spread
§Engaging Users with Applicable Lean
Content
§Event Report Outs –Live & On Demand
Video for Knowledge Sharing

10. Scope and Scale Perspective
10

11. Programs and Project Work Breakdown Structure
11

12. Process Improvement or Project Management?
12
What does this have to do with Transformation anyway?

13. 14
Enterprise Program Management Definitions
System standardized approach for
Clinical Operations
Three interconnected domains
When used together, aligns resources
and activities to meet organizational
strategies and goals

14. System Portfolio and Functional Programs Example
15
Primary Functions
IT
Construction
Clinical Operations
IT Construction
Clinical
Operations

15. System Programs
16
Portfolio
Management
Program
Management
Program: Group of related
system projects or an
initiative

16. Functional Program Grouping
17
Program Groupings
EMR or ERP
Hospital of Future,
Integrated Facility
Design (3P)
Hospital Acquired
Conditions
IT Construction
Clinical
Operations
EMR HOF HAC

17. System Project
18
Portfolio
Management
Program
Management
Project
Management
Project: Implement & improve
system processes with
measurable outcomes through
deliverables and milestones
Must go through approval process
to vet, resource, assign, schedule,
and measure

18. System Projects
19
Program Grouping and Process
Focused Projects
CAUTI
CLABSI
CDIFF
IT Construction
Clinical
Operations
EMR HOF HAC
CAUTI CLABSI CDIFF

19. Systems Programs Management Process
20
Executive sponsors identify
system programs and approve
system projects with
deliverables and milestones
PDCA methodology (verb)
Portfolio
Management
Program
Management
Project
Management

20. System Program Management Process
21
Plan 1:
Scope
Plan 2:
Scale
Plan 3:
Design
Do:
Pilot
Check:
Validate
Adjust:
Spread
• 3 phases in the Plan stage of PDCA
• Workflow design and change management plan necessary
• Communication and training plan for all tiers
• Metrics – Data governance nice…however, do what you can with what you have
• Follow standardized process with flexibility within 180 days to build momentum
• De-selection of projects may occur at any time…plan for conflict resolution
• Deliverables: defined outcomes, expectations that are produced in each phase
• Decision rights matrix – decision, input and manage
• Milestone (MS): work product completed and information presented to approving
council for a decision to move forward to next phase
90 days 90 days
MSMSMS MS MS

21. 22
Purpose: Identify issue to be worked on
Key Phase Questions: 1) What is the issue?
2) Why is it important?
Plan 1:
Scope
Plan 2:
Scale
Plan 3:
Design
Do:
Pilot
Check:
Validate
Adjust:
SpreadMS
Decision Rights:
(Decide/Input/Manage) 1 – PDCA form utilized to tell
story and capture decision and
narrative
Milestone:

22. Strategy Deployment Taxonomy and Definitions
23
Opportunity for Improvement
Strategic Initiative >
Program >
Project >
Task

23. Questions, thoughts and reflection
24
Appendix – Taxonomy of Program, Project, Task and OI definitions

24. Task Vs OI Vs Project Vs Program -Taxonomy
Features Task Improvement Project Program
Project System Project
Definition Is transactional with a date,
it can be nested under an
anything. Or be a stand
alone task. They are usually
a simple to-dos list.
Small scope of improvement
efforts and often address an
initiative within the same
department. It is to be
prioritized using Pick Chart.
Implement & improve system processes with
measurable outcomes through deliverables
and tollgates.
Group of related system
projects (Mission critical)
Process Type Stationery Bottom-up Bottom-up or Top
down
Top down Top-down
Lean Tools used Any Possible PDCA PDCA P3DCA P3DCA, VSM
Team size 1 or 2 people involved. Typically small within the
same department
2 departments at
least involved.
3 or more
departments
Large, interdisciplinary &
facility, 3 or more departments
Duration Varies (Most probably less
than 2 weeks)
Varies (Most probably 2 -4
weeks)
Varies, it depends on
the size of the
project (Most
probably up to 90
days)
Varies, it depends on
the size of the project
(Most probably 180
days)
Varies (Most probably >90 days
< 360 days)
Able to nest
under
Anything An OI can be nested under a
Project or System Project
A ‘Project’ can be nested under a Project or
System Project.
A Program can be nested under
a Portfolio.
Conversion No conversion to be done
on the task level.
An Improvement can be
converted into a Project ,
System Project or a Program
after management approval.
A Project can be converted into a System
Project or a Program and a System Project can
be converted into a Program. A Project/
System Project cannot be converted into an OI.
Program is the highest level,
may not be downgraded. No
conversion to be done on the
Program level.
Impact No impact need to be
measured at the Task level.
Impact level within the same
department.
Project/System Project impact to be measured
and linked to department goals & system Goals
Impact more than 200 users.
(Operational Process measures,

25. Announcements
(Then Q&A)

26. Future Webinars
• Chad Westbrook
– Manufacturing Engineer Manager / APS Manager at AGCO Corporation
– “How to Use a Structured Approach to Problem Solving”
• May 2019
• Open to all!
For KaiNexus Customers

27. Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– iTunes
– Google Play
– Stitcher

28. Other Resources
www.KaiNexus.com

29. Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Roger Chen
Indiana University Health
leantransform@gmail.com