San Francisco Department of Public Health Kaizen Promotion Office

Transcription

1 San Francisco Department of Public Health Kaizen Promotion Office Health Commission Community and Public Health Committee ovember 21,

2 SFDPH Org Chart 2

3 3 SFDPH Kaizen Promotion Office (KPO) This Kaizen Promotion Office (KPO) is a dedicated internal team driving lean efforts by teaching and implementing lean values, tools and techniques. This KPO works in concert with leadership to facilitate change in culture and thinking in the department, fostering staff engagement, principle based leadership and problem solving. It is an integral part of a successful lean transformation journey. KAI + ZEN Change Good Health Commission Meeting 3

4 KPO Role Lean Activities Problem Solving Root Cause Analysis Data for Improvement Works with frontline leaders to teach and coach to lean tools, including: daily huddles, visual boards, problem solving thinking Utilize PDSA problem solving, root cause analysis, to promote continuous improvement Clearly articulates data in a way that is meaningful to drive improvement Standard Work Emphasizes the role of standard work as a basis for improvement Coach/Advisor An advisor to Lean activities, participates as Workshop Lead, Team Lead, and teaching during lean courses 4

5 Central Functions Strategic Deployment Work with executive team to develop lean implementation strategy Collaborate w/leadership to ensure alignment of lean activity with organizational goals Training Create training program across DPH, including problem solving (A3) thinking, certification Develop and coach lean leaders Communication Communicate successes, and lean activities Create lean activity calendar Central Repository Maintains standards of lean concepts throughout the organization Ensure common language, approach 5

6 Lean 6 Lean is a systematic approach to creating value for our clients/customer. Core Principles: 4Ps 1. Problem Solving 2. People and Partners 3. Process focus 4. Philosophy Health Commission Meeting 6

7 Lean Values Pillar #1 Respect for People Teamwork Respect Go and See Continuous Improvement Challenge Pillar #2 Continuous Improvement 7

8 Strategic Planning (Hoshin Kanri) 8 PHD ZSFG Primary Care 8

9 Lean Activities & Tools Strategic Planning (Hoshin Kanri) Lean Activities & Tools Daily Huddles, Standard Work Visual Boards ZSFG Leadership Training SFDPH Lean Transformation Strategic Planning (Hoshin Kanri) PHD Daily Huddles Standard Work Visual Boards Strategic Planning (Hoshin Kanri) 2016 Lean Activities & Tools LHH 2016 Daily Huddles Standard Work Visual Boards Primary Care 9

10 Cascading Strategic Planning SFDPH LEVEL I SFHN/PHD LEVEL II ZSFG/PHD ENV/LHH LEVEL III 2017 Jul 2018 Jul 2019 Sept Oct Nov Dec Sept Oct Nov Dec Budget Planning Budget Planning 10

11 MISSION: To protect and promote the health and well-being of everyone in SF VISION: San Francisco is the healthiest place on the planet. correlation / contribution accountability Create an Electronic Health Record (EHR) 1 Develop problem solvers team members FY18/19FY19/20 FY20/21 Reduce Harm events Life expectancy Care experience = strong correlation or team leader Likelihood to recommend working here = important correlation or core team member Reduce reliance on general fund = weak correlation or rotating team member Reduce BAA cardiovascular all hospitalizations Targets will increase in out years as informed by Phase I experience correlation / contribution rona consulting group SFDPH s Lean Kick-Off 11 October 2017: Strategic Visioning Retreat November 2017: Strategic Planning (Hoshin Kanri) Established vision and mission statements Mission A.To protect and promote health and well-being of all in San Francisco. strategic initiatives Safety & Security Health Impact Service Experience Workforce Financial Stewardship Equity true north performance measures true north outcomes SFDPH X-MATRIX FY19 Level 100 % conditions for patient safety checked off by 6/30/ % of people are (feel) ready for Go Live by 6/30/ % of technology ready & tested for Go Live by 6/30/2019 On 6/30/19 HER will be on time, on budget Liklihood to recommend Excellent communication among staff Management is committed to patient/client/resident/commun Reduce the gap between the racial/ethnic distribution of ma Tomas Aragon, Dir of Population Health Ayanna Bennett, Dir of Interdivisional Initiatives, DPH Colleen Chawla, Dep Dir of Health/Dir of Policy & Planning, Alice Chen, Chief Medical Officer/Dep Dir, SFHN Susan Ehrlich, CEO, ZSFG, SFHN Lisa Golden, Dir of KPO, DPH Kelly Hiramoto, Dir of Transitions, SFHN Mivic Hirose, Chief Administrator, LHH, SFHN Rachael Kagan, Dir of Communications, DPH Bill Kim, Dir of Information Technology, DPH Roland Pickens, Dir, SFHN Basil Price, Dir of Securities, DPH Maggie Rykowski, Dir of Compliance, DPH Christine Siador, Dep Dir, Population Health Greg Wagner, Chief Finance Officer, DPH Ron Weigelt, Dir of HR, DPH Albert Yu, CMIO, IT, DPH Legend Developed a Strategic Plan (X-Matrix) Vision Service Experience Making San Francisco the healthiest place on earth Workforce Defined 6 True North Health Impact Safety and Security Equity Financial Stewardship Assigned teams for the top 2 strategic initiatives Health Commission Meeting 11

12 Next Steps 12 Unit and Individual Level Training and development of KPO staff Personal development plans Division and Section Level Bring together lean operational leads Developing program level trainings, identifying and coordinating lean experts, training based on role in the organization Department Level Developing leadership expertise, behaviors Establish and aligning strategic priorities To reach our goals, we all must lead by example. When we lead by example, we as a team succeed. 12