sniff the cheese · 2013. 3. 6. · handwriting on the wall • they keep moving the cheese • get...
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Sniff the Cheese
Jim Hornell
March 1, 2013
Handwriting on the wall
• They keep moving the cheese
• Get ready for the cheese to move
• Smell the cheese often so you know if it is getting old
• Quicker you let go of old cheese,
the sooner you enjoy new cheese
• Move with the cheese
• Savor the adventure & enjoy the taste of new cheese
• They keep moving the cheese !
Leadership
The first role of a leader
is to define reality
Health Care is a massive business
Largest scientific enterprise in history of our species
Also an act of love/compassion/comfort for people we don’t know
Locally – 1500 employees; $155m+
Challenges in health care in the 21 st. century:
• Safe
• Sustainable
• Affordable
• High Quality
• Accountable
• Coordinated
• Linked
• Holistic
• Confident
“Medicine used to be simple, ineffective and relatively safe.
Now it is complex, effective, and potentially dangerous!”
Sir Cyril Chantler
Anatomy of Health Care Environment
• Most complex, difficult to manage org in the world
• Multiple practicing professionals and experts merged into a single organization
• Medical mystique
• Different cultural backgrounds & values [Gen Y]
• Divergent perspectives towards goals & objectives
• Sophisticated, expensive ever-changing technology
• Competition for limited resources in a service industry with an infinite capacity to consume
Anatomy Continued…
• Demand is random, unpredictable and often supply generated
• Increasingly turbulent external environment
• Increasing public expectations [quality, safety, availability, speed, outcome]
• Public misinformed about the factors that can have a significant impact on the health status of the population
• Criteria/indicators for measuring outcomes & results not well developed nor agreed upon
Sniff the cheese!
Search for markers.
BCHS - Surveys are Us! • Accreditation Canada:
– Worklife Pulse Report, Patient Safety Culture Report
• NRC Picker: – national, OHA/MOH Patient Satisfaction
• Metrics@Work: – Employee & Physician Engagement Survey
• Polarity Associates – strategic planning
• Survey Monkey – Transitions, Board
• Departmental – 100% departments with 40% response
• Feedback Pro – compliments & complaints tracked
• Social Media
General comments on surveys
• Draws attention & encourages dialogue • Takes emotions out • Hard to argue with yourself! • Sets a tone [beware the cynics – we have earned it!]
• Provides a platform for learning, reflection and action • Establishes a baseline • Planning tool [pre & post implementation of project (smoke free property):
feedback concerns, barriers upfront v. reactive]
• Guides through transition – helps OD speak to bosses
• Opportunity to adjust or be proactive • Technology [done at home]
Surveys - Barriers
• Staff concerns: – Confidentiality [shared links] – Brevity [little bites] – Curiosity [how to be used?] – Motivation [incentives]
• Fatigue – too many!
• Accountability [genuine – don’t ask my opinion if you are not going to use it]
• Accessibility : – Want paper – Access to hardware – On company’s dime
• Practicality [don’t get too fancy & not have resources/steam to interpret & act]
• Readiness – leaders rationalize results ; tough to take
Slide 13
Presentation by:
John Yardley, Ph.D., President, Metrics@Work
Brant Community Healthcare System
2011 Employee Survey Results
Senior Management Presentation
June 28th, 2011
Slide 14
BCHS Bullying Frequency
Supervisors, Managers, Senior
Management as Perpetrator Coworker as Perpetrator
Using this standard
14.0% nearly 1 in 7
is a victim of a
Bully Coworker
Using this standard
7.3% approx. 1 in 13
Is a victim of a
Bully Boss
1. “Once a week” and “daily” considered to be at a level where psychological health is
likely to become impaired (Leymann, 1990; Mikkelsen & Einarsen et. al., 2002)
2. At that level “bullying” from a Coworker is nearly three times as frequent (N=114
victims) compared to from a Person In Authority (N= 57 victims)
3. More opportunity (time and numbers) for Coworker, so not directly comparable
Mixed Messages
• High employee engagement,
• Enviable safety record
• Financially stable
• High quality care & providers, yet low % would recommend ???
• High wait times, complaints & loss of incentive$
• Top heavy
• Staff & provider frustration, bullying, haves & have nots
• Some broken and old processes, provider-centric, work arounds
Strategic Planning
• Significant consultations, environmental scans
• Turbulent and uncertain environment:
– LHIN
– MOH funding regime
– IPC
• Ear to the ground – high performing organizations
BCHS True North
BCHS…Your partner in lifetime health
Patient First
No adverse events No waiting 100% patient
satisfaction Leading practices
Great Place to Work
No injuries/harm Developing top talent Seeking better ways
together
Using Resources Wisely
Zero waste Innovation Data driven decisions
The Challenge
• The existing healthcare model is no longer sustainable – There is no more money
– Our patients are not satisfied
– Providers are frustrated
• So how can we deliver better quality outcomes and experiences for patients, as well as better experiences for staff, with fewer resources?
“Every system is perfectly designed to get the results it gets. If we want better outcomes, we must change something in the system. To do this we need to understand our systems”
…Don Berwick, IHI
“ Faced with the choice of changing one’s mind or proving that there is no need to do so; almost everyone gets busy on the proof ”
A leader’s job is to look into the future
& see the organization not as it is,
but as it should be!
Performance Excellence
at BCHS
Healthcare Benefits of Taking the Journey of Lean
• Less waste leads to better patient outcomes with shorter stays
• Decrease in incidents causing medical harm
• Focus changes from being about money (whose cost centre is this from?) to the patient experience (patient-first)
• For employees - a collaborative team focus, a no-blame culture and a spirit of improvement
The Toyota Lean Example
“Brilliant process management is our strategy.
We get brilliant results from average people managing brilliant processes.
We observe that our competitors often get average (or worse) results from brilliant
people managing broken processes.”
Underpinned with a management system that develops every employee into a problem
solver
5%
40%55%
Non Value Added
but Necessary:
Any work carried out, which is necessary under current conditions but not something the patient (funder) would willingly pay for. Transcription / dictation
Non Value Added:
Activities that the patient (funder) would not want to pay for if they knew they were happening. Searching for equipment / supplies, redrawing blood
PATIENTS FOCUS ON WHAT IS OF VALUE TO THEM!
Value Added:
Activities that the patient (funder) would be willing to pay for. Med administration, Tests performed, Test results
The Three Divisions of Work
What is a Value Stream? • Value Stream
– all the activities and actions (value added and non-value added, information and material) that are required to bring a patient through the essential requirements needed
Value Stream (labour, equipment, supplies, support services, facilities)
Value Stream Improvement
Operating Room Supply Chain Project
• Goal – Optimize the flow of materials that support the
Operating rooms while minimizing the inventory levels.
• Project Pillars – Improved Communication
– Improved Flow of Materials
– The Right Person Doing the Right Job
Value Stream Improvement
• Before • After
Value Stream Improvement
• Before • After
Errors – MDR & Stores
Returned Items to Stores
Nursing Dollars on Supplies
System Improvement
• Seeing the hospital as a collection of value streams, not departments
Changing our structure
to better reflect how patients receive care, how hospitals are funded,
and how leading organizations are operating.
Acute & Transitional Care CCU & C5, B6, B7 & B8, ISU / Rehab, CCIP
Episodic Care Mental Health, Emergency & Urgent Care, Outpatient Clinics
Planned Care Maternal Child & Surgical
Care Support DI, Pharmacy, Lab, Infection Control & Medical Device Reprocessing
Finance & Supply Support
AP/AR & General Finance, Contracts, Home O2, Purchasing,
Stores, Bio-Med, Environmental Services
and Nutrition Services
Knowledge & Information Support
Decision Support and IT
Patient Registration & Information, Flow, HIM & HIS
Facilities and Maintenance
People Development
HR, Payroll, Volunteers
Occ Health & Safety, Float Pool, & Scheduling
Quality, Risk & Professional Affairs
Strategy Deployment (Phase 1)
Community Engagement & Partnerships (Phase 1)
Acute & Transitional Care
Episodic & Outpatient Care
Planned Care
Care Support DI, Pharmacy, Lab, Infection Control & Medical Device Reprocessing
Finance & Supply Support
Knowledge & Information Support
People Development
Quality, Risk & Professional Affairs
DI
Lab, IP&C, MDR
Pharmacy
DI
IP&C, MDR
Lab
Pharmacy
Transitional Care
CCU & C5
B6, B7 & B8
ISU/Rehab
C5 CCU
B6 B7 B8
CCIP
RN, RPN, PSW, SW, DCP, OT/ PT, Unit Clerk, SLP, Dietician, RT, Pharmacist
Maternal Child
Surgical
B3 & B4
Pre-op, DS, PACU
OR B5
RN, RPN, PSW, SW, DCP, OT/ PT, Unit Clerk, SLP, Dietician, RT, Pharmacist
Outpatient Clinic
Mental Health
ER & Willett
Amb, WHC, Onc, Pulm
Mental Health
ER Urgent
Care/Willett
Dialysis, Diabetes, Ortho & OutPt
Therapy
RN, RPN, PSW, SW, DCP, OT/ PT, Unit Clerk, SLP, Dietician, RT, Pharmacist
Supplies Food
Services
Finance & Purchasing
ESA
Material Mgmt
Patient Info & Flow
Facilities & Maint.
Decision Support & IT
Maintenance
Occ. Health, Float &
Scheduling People Professional
Practice
Community Engagement & Partnerships (Phase 1)
Strategy Deployment (Phase 1)
Biomed/Stores
– Studied the change
– Able to express how I feel
– Clear change is necessary
– Comfort steps taken to create lasting, sustainable change
– Clear on the vision
– I know what I might lose
– How frequently should we meet
– “Jim would like your feedback, questions”
Value Streams Transition surveys Followed each group meeting
Focused questions based on “transitions”
• Leader readiness to operate in
new VS
• Supports needed for success
• Extent VS seen as assisting strategic directions
• What do we need to do, change to realize opportunities
• Best of past to carry forward
• Most important message you took away from Jim’s RIMs
Survey 1 Survey 2
Survey 1 Summary
• People know why we are making changes & why necessary
• Opportunity to build right structure • Need to deal with sense of loss • Need to be clearer about future state/vision • Need to be mindful of the details • Morale & workplace issues • Skepticism • List of questions Recommended next steps
Transition Survey #2 - Results
• How ready are leaders to operate in the new value stream organization?
– 45% not at all/a little
– 55% - somewhat/very
• What supports must be in place for leaders to be successful?
1. Clear role descriptions (92%)
2. Group Leadership discussions (76%)
3. Coaching between VSL and MVSL (76%)
4. Leadership development (62%)
5. Standardized work (60%)
The Win-Win-Win
• It is actually possible
• The theory and principles are tried and tested in many industries
• This all depends on people being willing to rise to this challenge – and convince their colleagues
• BCHS has a history of innovation and pioneering
General insights ... To date
• Build the platform to change by listening, seeking, learning
• Find balance between signalling early & often and pulling off the band-aid
• Some fear change and anticipation of change means loss of “good people” – but “good people” will want to work in the new way!
People are very open-minded about new
things…
As long as they’re exactly like the old ones!
In a time of drastic change
it is the learners who
inherit the future.
The learned usually find
themselves equipped to live in a
world that no longer exists. Eric Hoffer
I ain’t what I ought to be and I ain’t what I’m going to be
But I ain’t what I was!
jhornell@bchsys.org
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