Activity to Results. CSI as a Strategy Transforming our Culture

Transcription

1 Winona Health s Continuous Systems Improvement (CSI) Journey Lean 2.0 Activities to Results! WH CSI Journey/Activities S Kaizen/CIP Activity to Results Strategy not aligned 200+ Kaizen/CIP s 75+ 5S 900 Just-Do-Its Sustainment issues Lack of LSW/Discipline Poor RCA Strategy to frontline A3 PDCA frontline Coaches/Problem solvers Patient focused Standard Work Leaders Std Work Improved VM thus LEAN 2.0 Why CSI? Need for every employee, stakeholder to be engaged in the transformation of WH Engagement of staff critical their knowledge, expertise and willingness to engage for a purpose Co-creating takes time but is sustainable Our future viability depends on this Finite resources that need to be leveraged strategically CSI as a Strategy Transforming our Culture Focus on Principles of: o Customer Value o Value Streams: 5 at WH ~ Primary Care Clinics, Inpatient, Surgical/Specialty Care, ED/Urgent Care and Senior Services o Flow and Pull (care delivery process) o Empowered People o Pursuit of Perfection Belief that this strategy is key to a successful future for Winona Health 1

2 Baldrige and CSI CSI work to be done.. Cat. 1 Leadership CSI Process is leadershipdriven Cat. 2 Strategic Planning Drives the successes of CSI initiatives Cat. 3 Focus on Patients, Other Customers & Markets Identify value in the eyes of the patient & resident CSI Dept Deployment of Lean 2.0 Model Areas rolled out Lean Management System to be more focused Cat. 4 / 7 Meas., Analysis & Knowledge Mgmt / Org. Results Utilizes data to drive improvement Cat. 5 Employees engaged and Workforce empowered Focus to drive process improvemen t Cat. 6 Process Mgmt Improve work systems to achieve better performance & reduce variability Integration of the LMS enterprise wide - how we think and do our work CSI work cont.. A3 (PDCA) Thinking day to day critical thinking Strategy cascaded and linked to Frontline Patient focused activity outcomes and results Improved data gathering to the right metrics What is Lean 2.0? Leadership - Strategy Deployment CEO leads enterprise Visual Management/Data driven/hoshin Better aligned with new format Daily Management Leadership Discipline Senior Leadership and Directors Standard Work 80% risk from 20% work Leaders Standard Work Coaching/mentoring in the moment Lean 2.0 continued. Patient Focused Improvement Even more emphasis Continuous Process Improvement How we do our work. Engagement at every level Essential to survive Thus.Activity to RESULTS Customer Value Patient/Resident Satisfaction is our True North Principle 1 True North drives - Hoshin Value Stream mapping starts with patient flow Process mapping Kaizen, CIP s A3 Problem solving Visual Management FOCUS Boards PDCA Boards 2

3 Winona Health Golden Circle Hoshin Management = Strategy Deployment Hoshin Kanri Direction/Needle Management Statement is the CONSTANT Hoshin Kanri GUIDE Leadership for Driven Fall for year 2012 the Team Level 1- Organization True North/3 year Strategic Goals Level 2 Service Line or Support Level 3 Value Streams/Departments Linkage from Level 1 to Level 2 to Level 3 Hoshin Kanri Level-1 2 #1 lags everything #2 is leading to #1 but lagging to #3 #3 is leading to #2 but lagging to #4 #4 is leads everything 1 Level-2 Metrics Proposal A3 s 3 Level-3 4 Linkage Validation Proposal A3 s Proposal A3 s-all levels of Hoshin HOW What are the tactics we will use to accomplish the breakthrough objectives and how do you measure for success Started by leader / finished by area Burning platform Also used for CPR s presented to CEO/CFO 3

4 Catchball Process Forecasting Ties to Level 1 Hoshin CEO/Service Line Leaders/Directors Discussions between Leadership levels Need to limit the How /# of Tactics Level 3 catchball includes frontline Improves ownership at all levels Integrated goals cascade from Level 1 - Level 3 Alignment and focus Box Scores Tie to Hoshin Visual Management Enterprise PDCA Enterprise Level Plan wall Hoshin Level 1 and Level 2 s Proposal A3 s from level 1 Hoshin Long term goals and forecast Do wall Proposal A3 s from all level 2 Hoshin Check wall Std Boxscores from every Service/Support Line Results tracking to forecasting Act wall Follow-up Enterprise Obeya Visual Management FOCUS Boards FOCUS Boards- Daily- every department New format with Standard Work A3 Problem solving at frontline More meaningful than old version 4

5 FOCUS Boards - DAILY Visual Management-PDCA Boards PDCA Boards Weekly New format with Standard Work Box Score Vital few Level 2 and 3 Reviewed weekly, monthly and quarterly PDCA Boards Weekly/Monthly Standard Work Standard work at the frontline-goal 20% Based on risk and volume Critical to quality will dictate what needs to be on a scorecard to ensure quality based off audit Improves outcomes and quality Process stable prior to improvement Standard work for Leadership Standard set of tasks that all leaders or managers perform Same expectations/outcomes-quality Staff see the same process in all leaders Leaders Standard Work Standard Work Frontline Leaders Standard Work cascaded up from frontline to the CEO Daily, weekly and monthly audits Done with a score card Gemba walks/rounding Coaching and Mentoring-Feedback Visual Board Rounding 5

6 Requirements Cascaded frontline to CEO Vital few one on/one off Discipline at all levels Reviewed at 1:1 leaders mtg Follow-up to issues and commitment from either party Live tool-changes as needed Frontline Daily Problem Solving 22 Coaches trained 75 Frontline Problem Solvers trained > 200 A3 s since January 2013 > 140 A3 s closed out of the 200 New A3 Format Healthcare sensei December 2012 In addition to FB and JDI s New A3 s Recognition Program Problem Solving A3 Proposal A3 Background-why is this important? Better metric tracking Business case-burning Platform Issues that need to be addressed - Gap analysis New-previously not done well, if at all Access Data Base to track results Hard dollars saved Revenue enhancement Hours saved Satisfaction lagging Reports Recognition Reports Executive Summary Financial and time Executive Summary Report Weekly Recognition-report detailing closed A3 s teams are recognized at the FOCUS Boards by the Service Line Leaders. Monthly Recognition CEO highlights monthly and tells the story. Annual Celebration 6

7 Value Realization Hours saved Reassigned to new work A3 Problem solvers Have a no lay off policy related to CSI Attrition Forecasting adjusted if appropriate Hard Dollar Savings 75% adjustment in forecasting Validation required in intervals Forecasting adjusted if appropriate Anticipated Results Strategy patient focused, aligned and integrated from Hoshin to the frontline Results from sustainment using standard work and Leaders Standard work and improved visual management Anticipated Results cont Engagement at all levels using A3 problem solving, critical thinking and FOCUS/PDCA board participation Questions? is the CONSTANT GUIDE for the Team Enterprise results monitored and addressed by the CEO and Senior Leadership Team with follow-up when needed Quality Score reflects improvement. 7