5 Lens is a lean management methodology comprises of 5 different elements. 1) Voice of Customer – understanding what customers want and need. 2) Process Efficiency – streamline processes by removing waste, variability and rigidity and standardize execution. 3) Metrics and Results – Measure selected KPIs and establish continuous improvement culture. 4) Mindsets and Behaviors – create common team vision, compelling change story, and link Lean behaviors to appraisal and rewards. 5) Organization and Skills – Review organizational setup, spans of controls, skills and assess alignment to serve Customer needs Continue reading October Section Meeting: Improving Operations Using the 5 Lens Methodology→
Sepsis is associated with a high risk of mortality. The number of deaths in US due to sepsis has increased from 154,159 in 2000 to 207,427 in 2007. The main objective of this presentation is to demonstrate utilization of process improvement and system redesign methodologies for the purpose of improving broad spectrum antibiotics administration within 1 hour of severe sepsis/septic shock recognition, and studying its effect on mortality. Continue reading June Section Meeting: Healthcare Process Improvement – Early Sepsis Identification→
Great companies manage performance by looking at teams, not drudging through annual performance reviews. Agile Performance Management helps organizations understand how teams helping fulfill corporate goals and improve agile teams so that they can meet those goals. Social recognition and frequent feedback are the heart of agile. Skill development and just-in-time learning are investments that pay off. Measuring teams performance, providing feedback, and giving the tools to meet expectations – that’s what’s replacing tortuous annual performance reviews.
Agile Performance Management provides a full continuum of meaningful performance – and it happens all the time, not just every 6-months.
This presentation describes how organizations that have implemented the Agile Performance Management program can be successful in many ways:
• supporting a style of work that is collaborative, social and fast moving
• aligning the performance of teams with the goals of the organization
• providing employees with a voice in influencing individual, team and organizational performance
• providing supervisors with the skills they need to coach and counsel employees and teams every day, not just at annual appraisal times
This month we will discuss how to align financial incentives, focus on important quality measures and redesign care in order to improve the health of populations. He will cover the basics and current state of the industry in its move to leverage value based payment systems; the evolution and challenges of quality metrics from strict clinical procedure outcomes to longer term care and ultimately health outcomes; and how care systems are being resigned to better promote population health.
Andrew Rein is a mission-driven senior executive with 20+ years of experience acquired in executive positions in the nation’s leading health care and public health organizations, and a proven ability to lead health system transformation and reform, population health, and organizational innovation. Andrew maximizes value by uniquely weaving strong performance and financial management, strategy development and implementation, policy priorities, and deep analytics. Continue reading March Section Meeting – Transition to Value-based Healthcare→
As digital transformation disrupts all areas of social and corporate life, it’s worth noting that certain organizations are managing the transition better than others. I take a closer look at the opportunities of digital technologies for organizations to innovate and operate business processes. I describe the skills, positions, and structures of business transformation functions that can help organizations to become a digitally operated enterprise, and derive three scenarios of the future of quality in such organizations. Continue reading January Section Meeting – Smart Business Processes and the Future of Quality→