Value Institute. Session Objectives

Transcription

1 Session Objectives Provide background information on the Dartmouth- Hitchcock Describe the s methodology and deployment model Share the s progress and lessons learned Outline plans and next steps Generate input to inform future plans 2 1

2 Background Information Start of Journey TQM Learning 1987 TDI (CECS) Value Compass Microsystems 1990s Achieving Excellence 6 by 7 100,000 Lives Campaign 2005 Mission, Vision, Goals and Strategic Priorities 2007 Leaders in Quality & Patient Safety 2008 Value Performance 2011 Why the? System-wide practices can address issues that affected the sustainability of value performance efforts at D-H in the past Organization-wide commitment to continuous improvement Permanent internal resources for education and execution support Consistent methodologies and standards for education and execution Accountability mechanisms 2

3 System Development Project Description This project will establish a system for competency development and standardized execution of improvement work throughout D-H. The system will have four components: a) Training curriculum and execution tools b) Coaching program c) Value improvement opportunities for targeted learners d) Certification and recognition program Business Case/Opportunity Statement Our stated goal to be a value-driven & patient-centered care organization cannot be fully realized without further development of our value performance culture. The evolving economic situation and other factors are compelling motives for accelerating development of this culture. Benchmarking data (from healthcare and other industries) indicate that adoption of an institutional-wide system of value performance will improve our chances 5 of success. Goal Statement To develop a standardized, effective, and accessible value improvement framework to build competency and support execution of performance improvement work throughout the D-H system. Project Scope In scope: System will be deployed throughout the D-H. Development will include all education materials, tools for execution, processes associated with system operation. Integration with other educational and development systems will not be part of the initial scope (follow-on effort). Measures Initial: Increased capacity for improvement work (students taught, coaches certified, projects executed and coached) Future: ROI & Other KPIs (TBD) Resource Plan Project Lead(s): Sue McGrath Contact Information: susan.p.mcgrath@hitchcock.org, Project Sponsor(s): Larry Dacey, Dan Jantzen, Linda vonreyn, George Blike, Scott Berry Steering Committee (aka Thought Leaders ): Gail Dahlstrom, Carolyn Kerrigan, Cathy Pipas, Sandy Burstein, Don Caruso, Gene Nelson, Doug Merrill, Chris Schon, Mark Splaine, Dave Walker, Mike Harhen Team Members: Colleen Ericson (VPMPS), Cathy Proper (PMO), Erin Gooch (VPMPS), Bob Montagna (IS-PMO), Dave Fittro (VPMPS), Alison Mumford (VPMPS), Daniel Herrick (Periop), Tony Kidder (PSTC), Barbara Rieseberg (Ops), Vicki Patric (Keene), Otelah Perry (Lab), Mike Durkin (PSTC), Steve Sarette (CGP), Jan Thomas (CGP), Evelyn Schlosser (NCCC), Elissa Malcolm (VPMPS), Ellen Lones (PSTC), Sonal Kumar (HR), Dan Mendelsohn (IS), Julie Findlay (Finance), Dwayna Covey (HR), Fran Todd (PSTC) 5 Benchmarking Summary Summary of Key Elements Variety of methodologies employed Standardization of curriculum, implementation approach Mandatory participation by management and physicians Accountability for improvement work Strategic plan-based project selection Outcomes tracking 3

4 Curriculum Model Summary of Key Elements Whitebelt ensures that all employees understand that improvement work is essential at D-H Advanced curriculum (Greenbelt and Yellowbelt) leverages the experience of other organizations Multiple best-in-class methodologies selected Team-based, action learning Certification requires core courses, a practicum, and supplemental education Standardization via curriculum materials, tools, instructors 7 Program Objectives 4

5 Dartmouth-Hitchcock 9 Mission Education in D-H quality-related values and value improvement concepts and tools Execution Infrastructure for all aspects of project, learner, and team development and tracking Value Institute Coaches to develop and teach curriculum and assist learners in developing skills and executing projects A Competency Development Resource 5

6 DMAIC Framework Why DMAIC? Framework used with 6 Sigma, Lean Rigorous, data-driven methodology Applicable in all operational areas Scalable Organizes tools some new, some we already use DMAIC Toolkit 1. Define 2. Measure 3. Analyze 4. Improve 5. Control DMAIC Charter High Level Flowchart SIPOC (Suppliers, Inputs, Process, Outcomes, Customers) VOC (Voice of the Customer Data Collection Plan Elevator Speech Communication Plan Flowcharts Run Charts Control Chart Data Collection Plan Pareto Charts Problem Statement Brainstorming 5 Why s Cause and Effect Diagram Scatter Diagram Statistical Analysis Change Concepts Lean tools Prioritization Matrix Pilot Test Plans FMEA Analysis Change Mgmt Plan Implementation Gantt Chart Future State Flowchart Operational Control Plan Process Documentation Process Monitors, Control Charts Storyboard Closure Checklist 12 6

7 Expertise 3/26/2014 Competency Tiers Blackbelt Greenbelt Yellowbelt Whitebelt Number of Staff Trained Training Requirements Training Level (Role) Sponsor (authorize work, remove barriers) Whitebelt (all staff) Yellowbelt (team members) Greenbelt (project leads) Blackbelt (coaches) Requirements 2 hours in person ~2 hours online 16 hours training, project participation 40 hours training, exam, project, CEUs 80 hours training, exam, projects, coaching 14 7

8 Project Team Model Project Sponsor Coach, Blackbelt Process Owner, Operations Leader Project Leader, Greenbelt Subject Matter Advisor Project Teams Team Members, Yellowbelts Deployment Method Expert Greenbelt Project Leads Yellowbelt Team members Greenbelt Project Leads are accountable to the Project Sponsor(s), who champion the project 8

9 Infrastructure / Supports The Today 18 9

10 VI Program Summary Classroom Toolkit training Greenbelt / Yellowbelt training Project Leader Coaching Knowledge Center (templates, tutorials) elearning Toolkit training Sponsor Workshops Awareness training (whitebelt) Value Institute Program Value Grand Rounds VI elearning Yellowbelt Consists of ~7 hours of online course material and testing Certification follows with successful completion of online coursework, individual or team project, and a completed project summary Continuing education credit available Access via NetLearning portal 20 10

11 Project Activity Project Focus Area Project Count Operating Efficiency 11 Administrative Process Improvement 10 Operational Cost Savings 5 Clinical Outcomes/Safety 4 Patient Satisfaction 4 Clinical Process Improvement 3 Material Cost Savings 3 Clinical Pathway re-design

12 Lessons Learned Area leadership engagement Coaching & active project sponsors Project & project leader selection Small, carefully selected teams (cross-functional) Adequate time/resource allocation for team members Adherence to the DMAIC methodology Pace Regular, targeted communication Looking Ahead 24 12

13 Roadmap FY 2014 FY 2015 FY 2016 Primary Goals: Continue to develop system-wide CI competency Move VI fully into operations Develop plan for expansion of customer base Primary Goals: Continue to develop system-wide CI and Strategy Deployment competency Expand supplemental offerings Deliver core curriculum to limited external customers Primary Goals: Continue to develop system-wide CI and Strategy Deployment competency Expand supplemental offerings Deliver core and supplemental curriculum to external customers Next Steps Operationalize current programs structures and procedures Community of Practice technology platforms Expand productoffering technical toolkit training additions project management skills change management skills Expand customer base D-H entities partners & affiliates Advance measurement systems training effectiveness return on investment 26 13

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