Sarah Pavelka, MHA, OTR/L, CPHQ, FNAHQ

Transcription

1 Sarah, MHA, OTR/L, CPHQ, FNAHQ OH Assoc. for Healthcare Quality 2013 Annual Conference Columbus, OH Distinguish the relationship between leadership, planning, processes and culture that create excellence. Illustrate key leverage points in the systems model that help achieve break through performance. Relate improvement models and quality tools to strategic planning and performance measures for superior results. 5/17/13 2 Sarah, MHA, OTR/L, CPHQ, FNAHQ 1

2 5/17/13 3 Relationships Leadership Models HOW do you lead? Human Centered Role modeling Frontline Listening Decision Making? Self Directed? Excellence Systematic Process Repeatable Ordered Data Learning Alignment Mission, Vision, Value Integration 5/17/13 4 Sarah, MHA, OTR/L, CPHQ, FNAHQ 2

3 Increases Productivity Decreases Cost Increases Profit Margins Decreases Price/ Increases Value Increases Market Share Opportunity to Stay in Business Jobs and More Jobs Deming repeatedly reminded us that we must continue to improve quality as the first step towards creating organizational performance. 5/17/13 5 CEO Upper Management Middle Management Staff Traditional Support Staff Middle Management Upper Management CEO Quality Organization Support 5/17/13 6 Sarah, MHA, OTR/L, CPHQ, FNAHQ 3

4 System Purpose Customer needs Methods Materials Machines Input Process Output People Environment Measures Deming repeatedly reminded us that the organization is a system of inter-related processes that work together to produce an output, product or service. 5/17/13 7 Organizational Excellence Scorecard or Dashboard Team STEPPS Magnet Covey Studer Pillars Lean, Six Sigma, CQI CMS Measures Joint Commission Scorecard or Dashboard 5/17/13 8 Sarah, MHA, OTR/L, CPHQ, FNAHQ 4

5 5/17/13 9 5/17/13 10 Sarah, MHA, OTR/L, CPHQ, FNAHQ 5

6 5/17/ /17/13 12 Sarah, MHA, OTR/L, CPHQ, FNAHQ 6

7 5/17/13 13 Necessary Elements Results Missing Elements Vision Skills Incentives Resources Implement Success Skills Incentives Resources Implement Confusion Vision Incentives Resources Implement Anxiety Vision Skills Resources Implement Slow change Vision Skills Incentives Implement Frustration Vision Skills Incentives Resources False starts 5/17/13 14 Sarah, MHA, OTR/L, CPHQ, FNAHQ 7

8 Know your decision abilities Focus on what matters most Make decisions work Build an organization that can deliver Embed decision making skills 5/17/ /17/13 16 Sarah, MHA, OTR/L, CPHQ, FNAHQ 8

9 Tools Scorecards Dashboard Reports Planning SWOT Analysis Environmental Scan Surveys and Focus Groups 5/17/13 17 Check Sheets Helps us Gather Needed Data Control Chart Data Gathered Over Time UCL _ X LCL Control Chart Special Cause Common Cause 3 Sd 2 Sd 1 Sd 1 Sd 2 Sd 3 Sd Frequency Plots Helps us Understand the Center, Variation and Shape of the VOP - 6σ Histogram + 6σ Measures Process Variation Process Capability Process Sigma Determines the Process Sigma Level of DPMO Measures Process Variability over Time Ensures Process is in Control over Time Identifies When to take Management Action Pareto 80/20 Rule-Few Causes Create Most Issues % Vital Few Process Map Pareto 20% 100% 50% How the Process is Actually Working Flowchart 0% 80/20 Vital Few Identifies Root Cause Input Process Output Feedback Feedback Identifies Process Flow Team-Based Process 5/17/13 18 Sarah, MHA, OTR/L, CPHQ, FNAHQ 9

10 Set and deploy mission, vision and values Promote legal and ethical behaviors Communicate with, empower and motivate employees Focus on action and improving performance Create balance and value 5/17/13 19 Mission (Pillar) Objective (Pillar) Objective 5/17/13 20 Sarah, MHA, OTR/L, CPHQ, FNAHQ 10

11 Simple and easy Systems based Step by Step 5/17/13 21 Novel style, The Goal Author has terrific experience Has excellent examples 5/17/13 22 Sarah, MHA, OTR/L, CPHQ, FNAHQ 11

12 3/2 Process Improvement 5/0 Patient Satisfact. & Expectations 0/5 Staff Accountability Employee 1/4 Engagement With Change Leadership Development Current Technology 2/3 4/1 5/17/13 23 PDSA set up Relate the steps to the tools Easy to follow and use Over 83 tools 5/17/13 24 Sarah, MHA, OTR/L, CPHQ, FNAHQ 12

13 Ackoff, R.L. (2010). Systems Thinking for Curious Managers. Devon, United Kingdom: Triarchy Press. Baldrige Performance Excellence Program, Blenko, M., Mankins, M. & Rogers, P. (2010). Decide and Deliver: Five Steps to Breakthrough Performance in Your Organization. Boston, Massachusetts: Bain & Company, Inc. Dennis, P. & Womack, J. (2006). Getting the Right Things Done: A Leader s Guide to Planning and Execution. Cambridge, Massachusetts: The Lean Enterprise Institute, Inc. Gharajeaghi, J. (2012). Systems Thinking, Managing Chaos and Complexity. New York, New York: Elsevier, Inc. Haines, S.G. (2007). Strategic Planning Simplified, The Systems Thinking Approach, and (1998) The Manager s Pocket Guide to Systems Thinking and Learning. Amherst, Massachusetts: HRD Press. Langford, D. (2010). Tool Time for Healthcare. Molt, Montana: Langford International, Inc., S. & Langford, D. (2012). Tool Time for Lean. Molt, Montana: Langford International, Inc. 5/17/13 25 Sarah, MHA, OTR/L, CPHQ, FNAHQ s Point Consulting, LLC pavelkaspointconsulting@gmail.com Sarah, MHA, OTR/L, CPHQ, FNAHQ 13