sydney herrin lean healthcare deployment and sustainability chapter 10: standardize best practices
TRANSCRIPT
Sydney Herrin
Lean Healthcare Deployment and Lean Healthcare Deployment and Sustainability Sustainability
Chapter 10: Standardize Best PracticesChapter 10: Standardize Best Practices
Slide 2 Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
PDCA (p. 87)
Planned Done Checked Act
Eliminate Barriers Ensure there is a stable Quality Management
System (QMS) Ensure that new and improved processes are
hardwired
Slide 3 Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
What is a Stable System? (p. 87)
Consistent adherence to well-defined policies and procedures.
Two pieces: Policies and procedures exist They are followed
ISO 9000
Slide 4
Example: Operating Room Turnover (p. 89)
Average: 93 minutes
Significant daily variation
Points outside control limits
Out of control
Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
Source: Dean Figure 10.1 (System out of control)
Slide 5
Example: Operating Room Turnover (p. 89)
Average: 87 minutes
No points outside control limits
More stable and predictable
In control
Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
Source: Dean Figure 10.2 (System in control)
Slide 6
Example: Operating Room Turnover (p. 90)
Average: 46 minutes
Average significantly decreased
Narrower control limits
Improved
Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
Source: Dean Figure 10.3 (Improved system in control)
Slide 7
Successful Improvement Requires a Stable System (p. 91)
Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
Source: Dean Figure 10.4 (Relationship between a stable system and process improvement)
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How Do I Do It? (p. 91)
Step 1: Eliminate Barriers Identify during transformation support meetings Ensure an environment of open and honest
inquiry
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Step 2: Ensure There Is a Stable QMS Infrastructure
Corporate office headed by executive reporting to CEO
Sufficient support staff Quality Management Council
How Do I Do It? (p. 92)
Slide 10
How Do I Do It? (p. 92)
Step 2 cont. Quality Management System
Documented policies and procedures Structure for reviewing and updating policies and
procedures Internal audit system Rigorous training and development program Corrective and preventive action system Continual improvement component
Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
Slide 11 Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
How Do I Do It? (p. 93)
Step 3: Ensure That New and Improved Processes Are Hardwired Ongoing review and oversight to ensure
QMS documentation is continually updated QMS is responsive to external requirements and
internal improvements Work instructions are developed, documented, and
updated at process level Policies and procedures are developed, documented
and updated at the healing pathway level New opportunities are identified and implemented A culture of continual improvement
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Case Study: Healing University (p. 93)
CEO, Will Patterson “We have to define the way we are going to do
things, and ensure consistent adherence across the system.” (p. 93)
“The more we can improve the quality of care and do so at a lower cost, the better we will be.” (p. 93)
The Healing Way
Slide 13 Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
GLOSSARY
Stable System (p. 87)A system in which there is a consistent adherence to well-defined policies and procedures
Slide 14 Spring 2014ISE 428 ETM 591 SLH Lean Healthcare Chapter 10
References / Contact Information
Contact Information:Sydney [email protected]
Dean, M.L. (2013). Lean Healthcare Deployment and Sustainability. New York, NY: McGraw Hill.