Operational Excellence provides a framework to drive meaningful change in any environment. The Webinar uses a real world case study to highlight the impact of Operational Excellence topics such as Lean, project management, and change leadership.  This session focuses on strategies and tools to lead transformational efforts and improving healthcare delivery efficiency and effectiveness.
Presentation: 59:2

Cooper, MD, JD, Mary Reich

Delisle, ScD, FACHE, Dennis R.

Jefferson Digital Commons

C O L L E G E  O F  P O P U L A T I O N  H E A L T HNovember 12, 202012:00 pm ETDennis R. Delisle, ScD, FACHEMary Reich Cooper, MD, JDPopTalk Webinar SeriesHow to Get Results: The Impact of Operational Excellence in Healthcare| THOMAS JEFFERSON UNIVERSITY  | COLLEGE OF POPULATION HEALTHJefferson College of Population HealthTo prepare leaders with global vision to develop, implementand evaluate health policies and systems that improve the health of populations and thereby enhance the quality of lifeAbout Dennis R. DelisleDennis R. DelisleSc.D, FACHEEarly 2021| THOMAS JEFFERSON UNIVERSITY  | COLLEGE OF POPULATION HEALTHAbout Mary Reich Cooper Mary Reich Cooper, MD,JDAgenda• Operational Excellence Overview• Strategy & Execution• Healthcare Case Study• Q&AOperational ExcellenceWhat we feel like: What we look like:The Workplace Firefighter…Reacting to ProblemsThe Workplace Firefighter…Strategic/ Systematic Prevention What we should be doing:Operational Excellence: Integration of Performance Improvement MethodologiesLean, a Foundation of Operational Excellence• Lean is a set of concepts, principles, and tools used to:• Create and deliver the most value from the customers’ perspective • Optimize resources • Fully utilize knowledge and skills of people doing the workReductions in:• Errors• Cost• Waiting times• WasteImprovements in:• Quality• Productivity • Service Excellence• Collaboration/ coordinationWhich Methodology is Best?• There is no “Best”• Depends on organizational needs and current state • Most effective approach: likely a combination of methodologies• Key Goal: • Leadership Support/ Empowerment• Commitment to Approach• Vision • Strategic Deployment• Unrelenting Pursuit of ExcellenceGuide for Developing Solutions/ Process Design: Steven Spear’s 4-RulesAll activities are clear and well-defined• Staff know WHAT to do, WHEN, and for HOW LONGSteps are SIMPLE and DIRECTFlow is SIMPLE and DIRECT• As few steps and people as necessaryProblems and issues are dealt with DIRECTLY and TIMELY1234Strategy & ExecutionStrategy Deployment Levels of ImprovementsIHI Model for ImprovementThe model has two parts:1.Three fundamental questions, which can be addressed in any order2.Plan-Do-Check-Act (PDCA) cycle to test changes in real work settingsLagging versus Leading Measures• Lagging Measure:  • Outcomes/ end results• Leading Measure: • Predictive of achieving the goal • Can be influenced by the team • New behaviors that will drive success on the lag measuresHealthcare Examples:• Lagging Measures: Mortality, Readmissions, Length of Stay• Leading Measure: % of patients seeing follow-up physician within 5 days of discharge, medication reconciliation compliancePREDICTIVEINFLUENCEABLELAG MEASURELEAD MEASURELagging versus Leading Measures EXAMPLE• Lagging Measure: • Weight (in pounds)• Leading Measures:• Calories consumed per day• Number of hours of exercise per weekUnderstanding lead measures will be one of the most important insights you take from this session!Healthcare Case StudyBackground• Setting: Urban Community Hospital (150-200 beds, 800-1,000 FTEs), part of larger academic health system• Vizient Quality & Assurance dashboard serve as barometer for progress and success• 2019 Outcomes (ranks based on 125 Community Hospitals):Measure Rank Percentile(out of 125 comm hospitals)Overall Rank 34th 27%Effectiveness 62nd 50%Safety 36th 29%HCAHPS 65th 52%Efficiency 97th 78%Mortality 20th 16%*Note: a lower Rank/ Percentile indicates BETTER performance compared to benchmarked peersOperational Excellence ApproachAlignment & Accountability:• Leverage balanced scorecard (BSC) framework to focus on:• Quality & Safety• Service & People• Finance & OperationsDriving Improvements:• Structure, system, and process changes• Strategic projects utilizing Lean, Change Management, and Project Management to design quality and efficiency into the modelAligning work to the BSC FrameworkArea of FocusGoal Plan Should Target Key Forums (examples) KPIsQuality & SafetyHighest quality and safest care possibleSystems, processes, workflows, space, infrastructure that impact outcomes• Quality Improvement & Patient Safety Committee• Mortality• Readmissions• LOS• CMIService & PeopleConsistent, excellent patient-centric service deliveryRecruit and retain talent, foster employee engagementProcesses, amenities, patient flow, space, staffing, etc. that impact careIssues driving turnover, disengagement• Leadership Rounding• Management Update• Employee Forums• Likelihood to Recommend• Outpatient Satisfaction• OP Access• Turnover• EngagementFinance & OperationsDrive resource efficiency and stewardship, grow service linesVariation reduction, bed and OR capacity/ utilization, workflows, systems, technology, staffing, etc. that impact efficiency, productivity throughput in acute care and outpatient settings• Operations Meeting• Strategic Financial Review• Revenue• Expenses• Income from Operations• Clinical VolumesHighlight: Service ExcellenceOperational Excellence in action:• Gemba walks- Weekly Leadership Rounding • Unit-specific Action Plans- based on Patient Satisfaction scores, target top drivers (e.g., Pain Management)• Staff Training/ Support -Service excellence training, service recovery toolkits• Employee Forums- held every 4 months provide updates and bi-directional communication with staff on issues, challenges, and opportunities• Leadership Development Program- 40 leaders were selected to complete a robust program emphasizing engagement, transformation, and executionHighlight: Quality & SafetyOperational Excellence in action:• Alignment- Developed the Quality Improvement & Patient Safety (QIPS) Committee to focus on the quality scorecard  and strategic projects to drive outcomes.  • Prioritized metrics• Mortality• Readmissions• LOS• CMI• CC/ MCC Capture• Strategic Projects:  areas for improvement based on Vizient data analysis and organizational priorities:• Clinical documentation improvement• Care progression• ReadmissionsNote: Other Q&S metrics (HACs, Nurse sensitive indicators, etc.) are monitored and managed within appropriate workgroups/ deptsExample 1-pagerOutcomesFrom 2019 to Q1 2020 (pre-COVID), the following outlines the Vizient score improvements:BEFORE AFTERMeasure Rank Percentile(out of 125 comm hospitals)Rank Percentile(out of 125 comm hospitals)Overall Rank 34th 27% 6th 5%Effectiveness 62nd 50% 11th 9%Safety 36th 29% 8th 6%HCAHPS 65th 52% 12th 10%Efficiency 97th 78% 64th 51%Mortality 20th 16% 17th 14%*Note: a lower Rank/ Percentile indicates BETTER performance compared to benchmarked peersLessons Learned• Transformation of the leadership and management systems requires clarity around performance expectations (KPIs and targets) and accountability• Use of proven operational excellence methodologies can accelerate results as shown through this case study• Imperative to use data to inform and direct improvementsKey Takeaways/To Dos• Keep it simple- refine/revise what already exists (teams, reports, etc.)• Keep it focused- manage to targeted set of KPIs• Keep it fun- Engage staff, share progress, celebrate winsQ & A| THOMAS JEFFERSON UNIVERSITY  | COLLEGE OF POPULATION HEALTHLearn more at: Jefferson.edu/OpXQuestions: JCPH.Admissions@jefferson.edu• 100% online• Accelerated 7-week courses• Expert practitioner facultyUpcoming Information Session November 17 at 12:00 pm ETComplete a graduate certificate in 1 year or Master’s degree in 2 years| THOMAS JEFFERSON UNIVERSITY  | COLLEGE OF POPULATION HEALTHVisit our Website for more detailed information and upcoming PopTalksSave the DateHow to Get Results: Healthcare’s New Diagnosis: Poverty (Z59.5) A Standard of Care to Treat the Social Determinants of HealthNovember 18, 2020 | 12:00-1:00 pm ETRegister Now

﻿﻿How to Get Results: The Impact of Operational Excellence in Healthcare

https://jdc.jefferson.edu/cgi/viewcontent.cgi?filename=0&article=1018&context=phlspoptalk&type=additional

How to Get Results: The Impact of Operational Excellence in Healthcare

Abstract

Similar works

Full text

Available Versions

Jefferson Digital Commons

﻿﻿How to Get Results: The Impact of Operational Excellence in Healthcare

Abstract

Similar works

Full text

Available Versions

Jefferson Digital Commons

How to Get Results: The Impact of Operational Excellence in Healthcare