How to Navigate the Transformation Continuum
1 like710 views
The document outlines a webinar on navigating transformation in healthcare, presented by Roger Chen, focused on applying lean principles to improve quality and process at Indiana University Health. It covers the purpose of transformation offices, the deployment of strategic initiatives, and outlines a structured approach to project and program management using PDCA methodology. Key concepts include the categorization of tasks, projects, and programs, along with best practices for resource alignment and engagement in continuous improvement efforts.
How to Navigate the Transformation Continuum
- 1. How to Navigate the Transformation Continuum Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: Roger Chen Indiana University Health leantransform@gmail.com
- 2. Webinar Logistics • Presentation (45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
- 3. Our Presenter About Roger Chen • 30+ years of experience • General Electric – Six Sigma Master Black Belt – Senior Lean Value Stream Manager • Martin Memorial Health System • Lee Health • Indiana University Health
- 5. Transformation Office Programs 5 §Quality Resource Center – providing support for quality and process improvement capability §System Initiative Deployment – Doing the work with alignment and clarity to strategic priorities §Lean Training Institute – Developing curriculum for continuous improvement skills
- 6. Transformation Office Purpose 6 §To accelerate achievement of IU Health system priorities through the application of lean principles and methods §“Lean management (verb) is the process to deploy strategy to operations” §Strategic plan priority areas = system portfolio (enterprise program management) Strategic initiatives = system programs (capital and people investment) “tactics” = major projects (system value streams)
- 7. Strategic Portfolio Areas and Program Panels 7 4 Portfolio Areas Programs or Initiatives Projects and Sub-Projects
- 8. Standardize Process Spread Process Improve Process Innovate 70% 30% System Transformation Continuum
- 9. System Initiative Deployment 9 §Alignment for Strategic System Projects – Best Practices Spread §Engaging Users with Applicable Lean Content §Event Report Outs –Live & On Demand Video for Knowledge Sharing
- 10. Scope and Scale Perspective 10
- 11. Programs and Project Work Breakdown Structure 11
- 12. Process Improvement or Project Management? 12 What does this have to do with Transformation anyway?
- 13. 14 Enterprise Program Management Definitions System standardized approach for Clinical Operations Three interconnected domains When used together, aligns resources and activities to meet organizational strategies and goals
- 14. System Portfolio and Functional Programs Example 15 Primary Functions IT Construction Clinical Operations IT Construction Clinical Operations
- 15. System Programs 16 Portfolio Management Program Management Program: Group of related system projects or an initiative
- 16. Functional Program Grouping 17 Program Groupings EMR or ERP Hospital of Future, Integrated Facility Design (3P) Hospital Acquired Conditions IT Construction Clinical Operations EMR HOF HAC
- 17. System Project 18 Portfolio Management Program Management Project Management Project: Implement & improve system processes with measurable outcomes through deliverables and milestones Must go through approval process to vet, resource, assign, schedule, and measure
- 18. System Projects 19 Program Grouping and Process Focused Projects CAUTI CLABSI CDIFF IT Construction Clinical Operations EMR HOF HAC CAUTI CLABSI CDIFF
- 19. Systems Programs Management Process 20 Executive sponsors identify system programs and approve system projects with deliverables and milestones PDCA methodology (verb) Portfolio Management Program Management Project Management
- 20. System Program Management Process 21 Plan 1: Scope Plan 2: Scale Plan 3: Design Do: Pilot Check: Validate Adjust: Spread • 3 phases in the Plan stage of PDCA • Workflow design and change management plan necessary • Communication and training plan for all tiers • Metrics – Data governance nice…however, do what you can with what you have • Follow standardized process with flexibility within 180 days to build momentum • De-selection of projects may occur at any time…plan for conflict resolution • Deliverables: defined outcomes, expectations that are produced in each phase • Decision rights matrix – decision, input and manage • Milestone (MS): work product completed and information presented to approving council for a decision to move forward to next phase 90 days 90 days MSMSMS MS MS
- 21. 22 Purpose: Identify issue to be worked on Key Phase Questions: 1) What is the issue? 2) Why is it important? Plan 1: Scope Plan 2: Scale Plan 3: Design Do: Pilot Check: Validate Adjust: SpreadMS Decision Rights: (Decide/Input/Manage) 1 – PDCA form utilized to tell story and capture decision and narrative Milestone:
- 22. Strategy Deployment Taxonomy and Definitions 23 Opportunity for Improvement Strategic Initiative > Program > Project > Task
- 23. Questions, thoughts and reflection 24 Appendix – Taxonomy of Program, Project, Task and OI definitions
- 24. Task Vs OI Vs Project Vs Program -Taxonomy Features Task Improvement Project Program Project System Project Definition Is transactional with a date, it can be nested under an anything. Or be a stand alone task. They are usually a simple to-dos list. Small scope of improvement efforts and often address an initiative within the same department. It is to be prioritized using Pick Chart. Implement & improve system processes with measurable outcomes through deliverables and tollgates. Group of related system projects (Mission critical) Process Type Stationery Bottom-up Bottom-up or Top down Top down Top-down Lean Tools used Any Possible PDCA PDCA P3DCA P3DCA, VSM Team size 1 or 2 people involved. Typically small within the same department 2 departments at least involved. 3 or more departments Large, interdisciplinary & facility, 3 or more departments Duration Varies (Most probably less than 2 weeks) Varies (Most probably 2 -4 weeks) Varies, it depends on the size of the project (Most probably up to 90 days) Varies, it depends on the size of the project (Most probably 180 days) Varies (Most probably >90 days < 360 days) Able to nest under Anything An OI can be nested under a Project or System Project A ‘Project’ can be nested under a Project or System Project. A Program can be nested under a Portfolio. Conversion No conversion to be done on the task level. An Improvement can be converted into a Project , System Project or a Program after management approval. A Project can be converted into a System Project or a Program and a System Project can be converted into a Program. A Project/ System Project cannot be converted into an OI. Program is the highest level, may not be downgraded. No conversion to be done on the Program level. Impact No impact need to be measured at the Task level. Impact level within the same department. Project/System Project impact to be measured and linked to department goals & system Goals Impact more than 200 users. (Operational Process measures,
- 26. Future Webinars • Chad Westbrook – Manufacturing Engineer Manager / APS Manager at AGCO Corporation – “How to Use a Structured Approach to Problem Solving” • May 2019 • Open to all! For KaiNexus Customers
- 27. Podcasts • www.KaiNexus.com/podcasts • Subscribe via: – iTunes – Google Play – Stitcher
- 29. Q&A • Web: – www.kainexus.com – blog.kainexus.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: Roger Chen Indiana University Health leantransform@gmail.com