The 5 Key Principles of Process Improvement

The 5 Key Principles of Process Improvement

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  The 5 key principles December 3,2013
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  What? We’re a smallcompany that helps other companies apply 5 key principles to do 1 big thing: Change
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  Why is thatsuch 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
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  Why is thatsuch 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
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  Why is thatsuch 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
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  How do wemake 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
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  Make them madand 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
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  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
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  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
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  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
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  Why do companiescall 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
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  5 key principles: 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.
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  To learn more… follow us! www.workflowdiagnostics.com Workflow Diagnostics Channel “Quality Matters” Twitter @workflowdx 13
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  Q U E S T I ON S ?