Beyond the CEO: Sustaining ThedaCare s Culture

Transcription

1 Session Code This presenter has nothing to disclose OR This person discloses that XXXXXX Beyond the CEO: Sustaining ThedaCare s Culture John Toussaint, MD CEO ThedaCare Center for Healthcare Value Dean Gruner, MD CEO - ThedaCare December 11, 2013

2 Disclaimer P2 We don t have all the answers! (But we have a lot of questions)

3 ThedaCare s CEOs P3 John Toussaint Dean Gruner Present

4 Learnings from Visits to 126 Healthcare Organizations in 12 Countries P4 Most work processes are in chaos Very little standard work is in practice There is no way to identify and solve problems immediately when they occur Leadership is autocratic and not engaged at the frontline Most leaders can t see waste

5 The Promise of Lean in Health Care P5

6 Definition of Lean in Healthcare P6 An organization s cultural commitment to applying the scientific method to designing, performing, and continuously improving the work delivered by teams of people leading to measurably better value for patients and other stakeholders. Mayo Clinic Proceedings January 2013;88(1):74-82

7 Lean Healthcare is an Operating System Comprised of Six Principles P7 1. Value creation for patients (Value Stream Analysis) 2. Unity of purpose (True North) 3. Continuous improvement (Pursuing Perfection) 4. Visual management to see and understand patient flow 5. Respect for the people 6. Standard work for administrative and clinical care processes Sources: *Excerpted from The Promise of Lean in Healthcare Mayo Clinic Proceedings, January 2013;88(1)74-82

8 Collaborative Outcomes P8 Average Length of Stay (in Days) Collaborative Care Units Non-Collaborative Care Units

9 Collaborative Outcomes P9 Average Cost per Case $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $ Collaborative Care Units Non-Collaborative Units Sources: * This information was gathered using Medicare RCC and has been restated in current dollars.

10 Sources: Downloaded from P10

11 Source: A version of this article appeared July 16, 2013, on page A1 in the U.S. Edition of The Wall Street Journal, with the headline: Mixed Results in Health Pilot Plan. P11

12 A Community of Problem Solvers Delivering MBV P12

13 ThedaCare Succession Planning Process Proposal (Draft 2) 6/11/02 P13 Objective Specific Actions Assignment Deadline Considerations Focus groups Completion of data conducted by gathering during [date?] CLO Define Criteria for Succession 1. Conduct Career Architect methodology with purposefully selected focus groups: Selection planning committee (new) Selected Board members CEO Senior Management Team Key Physicians Key Community Business Leaders 2. Synthesis of ideal profile by OD Staff 3. Board development process to ensure understanding of selection process and cultural fit* issues in effective selection Board development process to be scheduled by J. Toussaint and Board Chair and conducted by CLO Board adoption of Criteria in [date?] Board development by [date?] Criteria to include characteristics related to: Knowledge Skills Relationships Cultural Fit* Use of Career Architect can be augmented by personal interviews with key stakeholders. Comparison should also be made with criteria developed in last succession process (1999) Identify potential internal candidates 1. Self-selection Process-candidates to declare their interest be [date?] 2. Board to declare their preferences by [date?] Candidates [date?] Board [date?] Determine developmental needs of each approved internal candidate, along with a planning, coaching, and monitoring process degree assessment process for each candidate 2. Candidates individually create personal development plan to properly prepare for CEO role 3. Current CEO provide initial and ongoing coaching regarding development steps. CLO Individual Candidates John Toussaint Board Chair 360 [date?] Plan drafts prepared by [date?] for Chair review MBTI/Career Architect 16 PF/LSI-2 CLO assist candidates in preparing their personal development plan document-draft one.

14 P14 Objective Specific Actions Assignment Deadline Considerations Develop a contingency plan in the event of no suitable internal candidates 1. CEO and Chair to establish a plan for external search, to commence no later than six months prior to current CEO s expected separation date (to be determined) 2. Plan to be approved by Board John Toussaint Current Chair Sr. VP HR Extern. Consultant Draft plan available for Board review by [date?] Include use of search firms, advertising, and other methodologies as appropriate. Should also consider budget specifications. Establish a decisional process to select final candidate 1. Determine screening/ Interview process 2. Devine who will make decision 3. Timelines and involvement Board Chair and Executive Committee Process to be finalized by [date?] Include board, and executive staff Establish a draft transition process from current CEO to new CEO CEO and Chair to establish a written plan for Board review John Toussaint Current Chair Draft plan available for Board review by [date?] Include contract provision and notice requirements for CEO *Note: All dates selected for purposes of providing example only. Actual dates to be determined by Board/CEO on internal and external constraints.

15 Overview P15 Pre-Work Background ThedaCare Current State

16 Assignment #1 P16 By yourself, take 2 and jot down what you do today for succession planning (SP) for your job.

17 Assignment #2 P17 Now, share your approach with a person next to you.

18 Background & Current Conditions P John promotes a physician to IT 1998 I go to HR for help and get HBR articles 2000 Master s degree HR project creates our first standard work Spreads within parts of TC 2008 Spread to all executives 2009 Spread to VP level

19 ThedaCare Current State CEO Standard Work for SP Plan/Do April Executive Committee each year reviews: 3W from prior year (generated from comments & advice) Updated literature on SP Updated job description Written SP Written personal development plan Study Makes comments, suggestions and gives advice Adjust I generate 3W for next year P19

20 CEO Preparation P-d-s-a P20 Review and make sure I can report on previous years advice (3W) Update Literature Sources Job Description Succession Plan Development Plan

21 April Executive Committee p-d-s-a P21 April Executive Committee each year reviews: 3W from prior year Updated literature on SP Updated Job Description Written SP Written Personal Development Plan (PDP) Comments, suggestions and advice (p-d-s-a) I generate 3W for next year (p-d-s-a)

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27 Reference Articles P27 Succeeding at Succession James M. Citrin, Dayton Ogden, Harvard Business Review, Nov 1, 2010 CEO Succession: A View From The Board Room RHR International, Dec 1, 2009 Lean Leadership Lesson Jon Miller, Lean Enterprise Institute, Oct 21, 2008 Policy Deployment John Shook, Lean Enterprise Institute, Feb 19, 2013

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