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→
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→
Manufacturers like Toyota and others have mastered lean manufacturing and its value is well documented. For many years the service industry was a peripheral observer of lean philosophies and methodologies. Now, mature and intensely competitive industries facing global competition, shrinking margins and constantly changing customer expectations, these dynamics are powering many service organizations’ drive toward lean service, lean thinking and the need for lean practitioners.
Services touch the lives of every person in this country every day and at every organization’s core is the activity of service operations. Lean service is an extension of lean principles pioneered by the Toyota Production System (TPS) with a focus on waste elimination, continuous flow, and customer demand. This boot camp introduces participants to the Lean Management System and lean thinking. A lean organization understands customer value eliminates wastes and focuses its key processes to continuously increase it. Part One begins with a discussion on waste as one of the deviations from the optimal allocation and utilization of resources. Next we examine visual management, its power and the distinctive characteristics of visual management. The first half of the boot camp concludes with a discussion on standardization. Frequently written about and promoted, but how do you standardize a process? Why does standardization work?
In the afternoon, we will look common mental models. In this section we will examine conventional mental models in business—the lenses through which many business decisions are made. This will be followed Dr. Paul Ranky, who will present, “Some Critically Important Lean Six-Sigma (LSS) Quality Methods, Tools and Use Cases with a Service System Focus.” This interactive presentation focuses on the basic principles of LSS service system analysis and design with the aim of reducing waste and cost, improving customer satisfaction and throughput, and ultimately achieving zero defects. Participants face a real-world challenge in terms of understanding professional process modeling, customer requirements analysis, process failure risk analysis, and other LSS methods and tools with service system quality improvement use cases.
The boot camp will conclude with participants leading a shared learning exercise using the teach-back method.
This one-day boot camp is organized to build understanding of lean basics and create a practical reference guide that will be useful on a day-to-day basis for those looking to introduce lean strategies at their workplace or those considering lean certification. It will include real challenges and it will deliver immediate benefits to its participants. Lean it Today and Use it Tomorrow, is for managers, practitioners, quality managers, entrepreneurs and senior managers. This boot camp is for problem solvers on all levels. Continue reading ASQ Metro Section 300 Lean Boot Camp “Lean it Today and Use it Tomorrow”→
Keep your calendar open, for on November 3rd at the NYU Torch Club at NYU in New York City, the ASQ NY/NJ Metropolitan Section, Lean Special Interest Group is sponsoring a one-day Lean Bootcamp, “Lean it Today and use it Tomorrow.” Tickets will go on sale Monday, September 21st. Seating is extremely limited.
To reserve your spot for Lean it Today and use it Tomorrow, check our website at http://metro-asq.org/ to register and for additional information.
Many health care providers today receive a payment for each individual service they provide such as a physician visit, surgery, or blood test, and it matters to a lesser extent today whether these services directly improve the patient’s outcome. In other words, providers are paid primarily based on the volume of care they provide, rather than the value of care provided to patients. Emerging value-based reimbursement models increasingly require providers to prove that they’re meeting quality standards and benefitting patients while cutting costs. As a result, providers need actionable information to help them continually measure, monitor, and improve financial and quality performance. Furthermore, if they aren’t on track to meet quality standards, they need to be able to pinpoint root causes: Does performance differ by facility? Which providers are performing best and what can be learned from them?
To thrive in a value-based environment, health systems must develop the sophistication to understand their quality and cost structure in granular detail. Reducing every category of waste — e.g. waste that occurs when work isn’t standardized, waste that stems from unnecessary orders, waste that results from uncoordinated patient care — are all absolutely essential for improving margins.
Join us for dinner and a dynamic presentation on Lean Six-sigma on March 27th, 2014 at NJIT.
An Introduction to Lean Six Sigma with Engineering and Service System Examples (by Vincent Miller and Paul Ranky) about 40 min plus Q/A. Key Concepts (by Paul Ranky). Define value, VSM (Value Stream Mapping), continuous flow, pull, perfection, the difference between lean and 6 sigma (by Vincent Miller). Engineering examples and application areas with huge potentials for LSS (by Paul Ranky); Business and Service system examples and application areas with huge potentials for LSS (by