Leading a Lean Transformation at Fraser Health. National Healthcare Leadership Conference Panel Presentation June 11, 2007 Toronto, ON

Transcription

1 Leading a Lean Transformation at Fraser Health National Healthcare Leadership Conference Panel Presentation June 11, 2007 Toronto, ON 1

2 Overview Introductions Lean healthcare Executive leadership Implementer/trainer External facilitator/coach Questions & discussion 2 2

3 Introductions Diane Miller Executive Director, Fraser Health Laura Drozdiak Clinical Nurse Educator, Fraser Health Kevin Brodt Principal, Lean Innovations 3 3

4 Lean Healthcare Overview Toyota Production System (TPS)/Lean Lean introduced to healthcare ±2002 Key objectives: Eliminate waste Make patient/client care defect free Improve quality of patient care Increase workplace satisfaction 4 4

5 Approach & Methodology Staff education of Lean concepts, focusing on the following cross-boundary tools: Direct observation Value Stream Mapping (VSMs) Root cause problem solving (A3s) Training and application with external facilitator/coach Sustainability through development of internal Lean coaches and implementers 5 5

6 Executive Leadership Introducing Lean in acute care Triggering event and motivation Initial phases Spread and sustainability Introduction to FH Community 6 6

7 Challenges & Lessons Learned Funding a new transformation initiative Achieving early successes Maintaining momentum during reorganization and staff turnover 7 7

8 Implementer/Trainer Lean Healthcare at Eagle Ridge Hospital Specific measurable improvements Coach and teacher role Challenges & lessons learned Strategies for Sustainability 8 8

9 Lean Healthcare at Eagle Ridge Hospital Initial education Internal resources Continued learning 9 9

10 Improvements to New Hire Orientation Issue Background Measurement 10 10

11 Improvements to New Hire Orientation Current Condition 11 11

12 Improvements to New Hire Orientation Root cause problem analysis Delay of 5.5 weeks New hire unable to work solo Decreased satisfaction for new hire Increased cost 12 12

13 Improvements to New Hire Orientation Target Condition 13 13

14 Improvements to New Hire Orientation Countermeasures Condense meditech training to 4 hours Offer training weekly rather than monthly Separate meditech training from the rest of orientation 14 14

15 Improvements to New Hire Orientation Cost 4 hour format already developed and being used in Fraser South No increased cost to computer trainers because of decrease in time from 6 hours to 4 hours 15 15

16 Improvements to New Hire Orientation Cost benefit/waste recognition Replace needed shifts with overtime 3.5 wks saved = $6,426 x 60 hires/year Annual savings of $385,560 for one hospital 16 16

17 Improvements to New Hire Orientation Outcomes Reduction from 5.5 weeks to 2.2 weeks Acute & long term care orientation combined CNE time reinvested in developing content Existing staff now able to attend orientation sessions (continuing education) 17 17

18 Other Success Stories Decreased delays in ER stretcher wait time Decreased turnaround time in medical imaging for ER patients Permanent pacemaker transfer checklist ER equipment safety checks Code cart re-organization Decreasing OT in medical imaging 18 18

19 Challenges & Lessons Learned Time Support Maintaining momentum 19 19

20 Strategies for Sustainability Individual Apply the tools as frequently as possible Organizational Dedicated champion Coaches Communicate & celebrate successes 20 20

21 External Facilitator/Coach External service provider: Lean Innovations Inc

22 External Facilitator/Coach Support leadership s objectives Knowledge transfer (content matter) Coaching to support applied learning Development of internal resources 22 21

23 Supporting Leadership Cultivate owners of the initiative Active Leadership participation Identify successful roll-out strategies Staff engagement & team building Assist in development of sustainability strategies 23 22

24 Knowledge Transfer New way of doing business vs. new add-on initiative Responsive to healthcare workers and their environment Instruction and application w/coaching 24 23

25 Development of Resources Identify existing/available internal resources and supports Develop internal coaches/facilitators Provide external support when/where required 25 24

26 Questions & Discussion Thank you 26 26