the 5 key principles of process improvement
DESCRIPTION
To improve, one must change. But deep inside, we all fear change to some degree. How, then, can we improve? This presentation outlines a basic framework to initiate change, as well as the 5 key principles for examining the current state and designing the future flow.TRANSCRIPT
The 5 key principles December 3, 2013
What?
We’re a small company that helps other companies
apply 5 key principles to do 1 big thing:
Change
Why is that such a “big thing?”
“…people fear change, resist it, fight it and often end up sabotaging what
they might even consciously agree are a good means to
move things forward.” Psychology Today
http://www.psychologytoday.com/blog/hidden-motives/201005/resistance-change-in-organizations
Why is that such a “big thing?”
“If you keep on doing what you’ve always done,
you’ll keep on getting what you’ve always got.”
W.L. Bateman
Why is that such a “big thing?”
Healthcare • 50 cents of every dollar is wasted
(>$1 trillion per year)
• 45,000-98,000 preventable deaths due to medical errors each year
• Skyrocketing costs with no proportional return in health/longevity
• Rampant burnout
How do we make change attractive?
“First, make people mad. Second, empower them to
do something about it. Next, lead the charge.
Then, get out of the way.”
Me
Make them mad and empower …
Education (“Quality Clinic”)
• Foundational training in process imp.
• Principles that are universally applicable
• Tools for every day usage
• Problem-solving methodology (Lean Six Sigma DMAIC)
• A few hours -> Several days
• Customized and Open Enrollment
Gimme an example …
Regional Health System
OBJECTIVE:
• Teach front-line staff how to identify and
facilitate improvements
• Get them started on an improvement project
STRATEGY:
• Designed 2-day training format
• Day 1: Key Principles … Day 2: Methodology
• Interactive, engaging
• Examples and hands-on work
• On-location, but off-site
• Involved internal improvement staff in
breakout sessions
•Trained ~150 people from 6 hospitals
•Initiated ~75 projects
Lead the charge & get out of the way …
Improvement projects (DMAIC)
• Define – The problem, process & project
• Measure – How bad is it?
• Analyze – What are the root causes?
• Improve – How can we address them?
• Control – Implement the new standard
Gimme an example …
Specialty MD practice PROBLEM:
• APPOINTMENTS TAKE TOO LONG
SOLUTIONS:
• Reduced interruptions at front desk (phone
calls, deliveries/pick-ups, restroom patients)
• Reduced redundant report copies & scans
• Reduced redundant trips to front desk
• Reduced non-value-added data capture at
front (PCP, med list copy)
• Reduced walking to copier/scanner
• Reduced walking to find large bp cuffs
• Reduced downtime due to machine failure
• Set WIP level to reduce motion/decisions
• Standardized procedure ordering method
Reduced appointment cycle time to lowest level on record
Why do companies call us?
• Outside initiator of change
• Increase capacity / keep up with demand
• Increase productivity / throughput
• Reduce costs, increase profits
• To learn how to continually get better
• To empower staff to make changes
• Increase customer / staff satisfaction
1. Value is defined by the customer.
2. All work should be value-added to the customer.
3. All work should be a process.
4. Waste & variation in a process can and must be controlled.
5. Every process can be improved.
5 key principles:
13
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