Idea Generation: A Key Ingredient in Organizational Transformation

Transcription

1 Idea Generation: A Key Ingredient in Organizational Transformation Michele James, B.Sc., MBA, CHE Vice President, Performance, Strategy and Innovation Alfred Ng, B. Sc (PT), MHSc (Admin), CHE, LSSBB Director, Innovation and Performance Improvement Office

2 Objectives 1. Share SRH s journey in engaging staff, patients and family through idea generation 2. Illustrate the potential benefits for other health service providers interested in similar advancements including the link to organizational transformation 2

3 Scarborough and Rouge Hospital December 2016 merger between The Scarborough Hospital and Rouge Valley Health System Three general hospital campuses and six satellite sites Over 200,000 Emergency Department visits Over 800 inpatient beds and $600 million budget 6,500 staff, physicians and volunteers Third largest community hospital in Ontario, serving one of the most diverse populations in Canada 3

4 Why Idea Generation? 4

5 Quality and Safety as the Spark for Employee Engagement Davood Abdollahian, MD, Paul Nagy, PhD 2014 studies across many industries have linked employee engagement to higher performance. This linkage holds true even within health care. For example, in 2012, the NHS conducted a survey of 280,000 health care employees, which demonstrated that employee engagement scores correlated with lower patient mortality, higher patient satisfaction, lower staff absenteeism, lower staff turnover, and even lower infection rates. Yet the idea of engagement remains a relatively new and understudied concept for management. 5

6 Benefits of Idea Generation Systems Creates a culture of daily improvement ; idea generation is integrated into everyday work with emphasis is on small ideas Encourages local problem solving and promotes rapid organizational learning Closes the gap between staff and leaders; both managers and workers are accountable for their roles in the idea process Enhances staff engagement and increases morale Addresses improvement opportunities that are difficult for managers to see Can improve the patient experience and generate savings Uses local metrics to focus ideas on what is important At Baptist Health Care 14,000 staff ideas lead to $5.5M in cost savings 80% of an organization s improvement potential lies in local ideas 1 6

7 Getting the Best Employee Ideas Harvard Management Update February 28, 2008 Workers become more engaged when they see their ideas being used. And managers, seeing the impact of employees ideas, give employees more authority which leads to more and better ideas. frontline workers have better knowledge of the particularities of products, services, and processes than managers do. They re better positioned to spot problems and opportunities. Pushing decision making down to the front lines leads to better decisions, faster implementation, and lower processing costs; it also frees up managers time. 7

8 SRH s Approach to Idea Generation 8

9 OHA Polling Survey: 1. Does your organization track employee ideas? Yes or No 2. In your opinion, what is the main reason why employees do not bring forward their improvement ideas? a) they do not think their boss will listen b) fear of embarrassment if their idea is not supported by others c) they think it will just generate more work for them d) they think it is management's role to solve problems e) other 9

10 Key elements of a Lean Management System Visual Management Visual Management - Making results - Making clear results clear KPMG, Breaking Through the Wall,

11 SRH Management System Every manager manages in their own way. There is no system for leaders to see their performance, respond to problems and sustain our improvement. c 11

12 SRH Management System A Management system creates a rhythm of leadership activity and focus There are over 150 SRH Huddle boards driving Team Engagement and Alignment Alignment: Focused team based problem solving to link local accountabilities to organizational goals Engagement: Staff and Patient generated ideas 12

13 The Improvement Huddle Board 13

14 Measurement and Target Setting There is wide variation in target setting practices across organizations. Be conservative with target setting in early years and build over time once the capacity of the organization to implement changes increases. Targets are not meant to be punitive and should consider the organization's capacity to implement change ideas as under resourcing places initiatives at risk. Some of the questions that emerge are: Should the target be the raw number of ideas or a rate per employee? How are employees defined and counted? FTEs vs. headcount? FT, PT, casual? 14

15 Measurement and Target Setting Pros Ideas Generated Recognizes staff engagement in bringing forward ideas regardless of the feasibility or merit of the idea Encourages risk taking and builds trust in the team (there are no silly ideas) Acknowledges that there might be barriers to implementation outside of team control (e.g. resources, competing priorities) Pros Linked to improvement Leaders have an incentive to act on staff ideas Leaders have an incentive to empower staff to take ownership for idea implementation in order to get as many ideas implemented as possible Gaming is more difficult Ideas Implemented Cons Gaming is relatively easy Not necessarily linked to improvement Good ideas and not so good ideas are counted equally; may not encourage critical thinking around idea generation Does not incent leaders to act on ideas (may be viewed as disrespectful of staff who took the time to submit ideas) Cons Staff that bring forward ideas that are not implemented (for whatever reason) may be discouraged Ideas for large scale change may drain resources making it difficult to implement smaller ideas Big ideas and small ideas are counted equally May contribute to quick implementation without adequate planning and risk assessment 15

16 Idea Idea Generation Must Must be be Part Part of of Local and and Corporate Corporate Accountability Structures Quality Improvement Plan (QIP) Corporate Scorecard Leader s Annual Goals Board Available to All Staff Senior Leadership 16

17 Sample Results 17

18 A Strength in Idea Generation Cumulative Ideas Generated and Implemented at Legacy RVHS (FY 13/14 and 14/15) Annual Improvement Opportunities complete at Legacy TSH # Improvement Opportunities Complete /13 13/14 14/15 15/16 16/17 18

19 RVHS Impact on Staff Engagement Scores Idea generation was first introduced at Rouge Valley Health System in By 2014: overall engagement score increased by 7.2 points over 2012, and was 5.7 points above the 2012 OHA average. positive scores for every question were higher than 2012 results, and five of the six were higher than the 2012 OHA average. for the category how would you rate RVHS as a place to work? the 2014 rate was 0.6% higher than 2012, and 1.2 % higher than the 2012 OHA average. The greatest difference between the 2014 rate and the 2012 OHA average was in the category this organization really inspires the very best in me in the way of job performance. This category also saw the greatest increase (7.2%) from

20 Enhancements 20

21 Enhancements to our Idea Generation Program Engaging Patients/Families in Idea Generation Patient ideas are also captured, discussed, prioritized and actioned by the team Promotes our philosophy of Patient and Family Centered Care Supports Accreditation standards related to collaborating and partnering with patients 21

22 Enhancements to our Idea Generation Program Everyday Improvement Mobile/Web Platform Developed in partnership with Centennial College, partially funded through NSERC grant Simplified Input of Completed Improvement Ideas Voice to text Search function to identify completed ideas Automated recognition program Potential platform for further customer/patient engagement Go to: 22

23 An Enabler of Organizational Transformation Cultural transformation is critical to organizational transformation Idea generation has the power to transform culture (with minimal financial investment) This happens by engaging staff at all levels of the organization and demonstrating that you value their input Engaging patients and families in idea generation helps to develop a culture of patient and family centered care Change is critical to organizational transformation (e.g. change in policies, processes and practices) Idea implementation makes change happen and drives improved results. 23

24 We recognize our team s ideas & celebrate Impr vement! 24

25 Each month, an SRH team is recognized for Improvement that addresses our patient s needs and care experience General Site Intensive Care Unit Problem: Policy did not support pets in Critical Care Cause: Low frequency request and we didn t know we could do it Solution: Challenged the status quo Looked at ways of mitigating risk to other patients Reached out to stakeholders with potential solutions Made it happen! Next steps: revise policy & develop standard work for pets in critical care Key to success: A determined interprofessional team 25

26 Video Clip from an Idea Celebration Event Award Winners