Meeting Outline
• Review Partnership for Patients initiative
• An overview of the Lean Healthcare training and certification program
• Role definitions of the Lean Healthcare
Yellow Belt, Green Belt, Process Owner and Executive Sponsor
• Opportunity for your questions and concerns to be addressed
Partnership for Patients
The 40/20 Goal
Keep patients from getting injured or sicker.
Reduce preventable hospital-acquired conditions by 40%.
1.8 million fewer injuries to patients, with more than 60,000 lives saved over the next three years.
Help patients heal without complication.
Reduce all hospital readmissions by 20% .
1.6 million patients will recover from illness without suffering a preventable complication requiring
Targeted Hospital Acquired
Conditions (HAC’s)
1) Adverse drug events
2) Birth-related injuries
3) Central line-associated blood stream infections
4) Catheter-acquired urinary tract infections
5) Falls
6) Surgical infections and complications
7) Venous thromboembolisms
8) Pressure ulcers
9) Readmissions
10)Ventilator-associated pneumonia
Lean Healthcare
Collaborative Initiative
• Your participation in the Lean Healthcare training and project
coaching must be tied to improvement work for one of the Partnership for
Patients target areas.
• Utilize Lean methodology and tools to aid in the reduction of
healthcare-associated conditions and readmissions
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Purdue Healthcare Advisors
• Purdue Healthcare Advisors (PHA) is a not-for-profit entity created in 2005 by a partnership among Purdue University, the Regenstrief
Center for Healthcare Engineering, and the Indiana Hospital Association.
• Its mission: to improve healthcare quality, safety, and efficiency by applying the
principles of engineering, management, and science.
ORGANIZATION PURPOSE ENGAGEMENT
IHA/HRET Lean Six Sigma training for 120 hospitals to reduce HAC’s and Readmissions
2 years
IRHA/SORH Lean training for 20 hospitals to improve Transitions of Care and reduce Readmissions
2 years
ONC/HHS EHR Meaningful Use for 2,300 providers, 33 CAH’s and 40 Hospitals. Approx. $94 mil. in incentives earned to date; $186 million projected.
4 years
ISDH/CDC Pandemic Planning in 20 counties as joint effort with hospitals & public service agencies
1 year
ISDH/CDC Alternate Care Sites in 92 counties 3 months
ISDH/CDC Lean Six Sigma training for Health Care Workers for Public Health Quality Improvement in 76 counties
4 years
PHA Complex, State-Wide
Deployments
• OR on-time starts: 15% to 65%; Est. revenue impact of $100,000; $1.3 mil saved in inventory
• 24% decrease in patient wait time from door to
admit: Est. revenue impact of > $1,000,000
• 32% reduction in patient floor stock expense
totaling $106,872
• 48% decrease in discharge to door time; 30%
increase in accuracy of discharge documentation (50% to 71%); Est. $1.5 million in additional
revenues
2,209 Doctors at 767 locations
81 Federally Qualified Health Center Sites 35 Critical Access Hospitals
87 Acute and Specialty Hospitals
92 Health Departments
PHA Experience and
Impact
Our Staff
• Experienced in clinical
care & operations
• Experts in Lean/Lean Six
Sigma • Committed to healthcare • Understands the healthcare landscape • Passionate about achieving transformational change
Lessons Learned
• Leadership is everything!
• Successful improvement requires up-front investment in planning, time and resources.
• Listening to the patient and engaging
internal experts is imperative.
• Lean is not a separate initiative; it enables the work of staff.
Lessons Learned (Cont.)
• Rigorous selection of Lean Healthcare Yellow and Green belt candidates,
process owners and executives are critical for sustainable results.
• Appropriate project selection and
planning allows for sustainable improvement.
• Engage all staff in the project selection process
Lean Healthcare Yellow
Belt
• Each participating hospital identify 3
- 4 candidates
• Expectations:
– Project target area experts
– Actively participate in project
improvement teams
Lean Healthcare Yellow
Belt
• Expectations (Cont.):
– Commit an additional 32 hours to work
on project outside of the workshop
– Pass Lean Healthcare Yellow Belt
competency exam
– Complete and submit A3 Project Report
– Complete and submit Yellow Belt Project
Lean Healthcare Green Belt
• Each participating hospital identify 1 candidate
• Expectations:
– Co-facilitate and support future project
teams
– Attend 32 course hours of Yellow Belt
training
– Attend 16 course hours of Green Belt
training
– Commit an additional 48 to 64 hours to
Lean Healthcare Green Belt
• Expectations (Cont.):
– Pass Lean Healthcare Green Belt
competency exam
– Co-facilitate a Lean improvement project
– Complete and submit A3 Project Report
– Complete and submit Green Belt
Process Owner
• Usually an individual in a leadership position responsible for the primary area(s) which is the focus of the focus of the improvement initiative
• They are expected to actively
participate in collaboration with the Green Belt and Executive Sponsor
Process Owner
• Expectations:
– Attend the Pre-project Planning Call
– Kickoff improvement initiative for
project team
– Visibly promote the work of the project
team and removing obstacles and barriers within their control
Process Owner
• Expectations (Cont.):
– Meet weekly with the Yellow and Green
Belts, receive weekly updates from the project team (at a minimum)
• The Process Owner is responsible for
hardwiring the improvement(s) and ensuring the continuous improvement cycles are in place
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Role of the Executive
Sponsor
• Usually an individual in an
executive leadership position
responsible for the primary area(s) which is the focus of an
improvement initiative
• They are expected to actively
participate in collaboration with the Green Belt and Process Owner
Role of the Executive
Sponsor
• Expectations:
– Attend the Pre-project Planning Call
– Kick-off the project team off at each hospital
– Visibly promote the work of the project team and
removing obstacles and barriers within their control
– Meet weekly with the Yellow and Green Belts,
receive and sign off on the weekly updates from the project team (at a minimum)
Role of the Executive
Sponsor
• In collaboration with the Process
Owner, is responsible for hardwiring the improvement(s), ensuring the
continuous improvement cycles are in place and the spread of the
improvement(s) to the applicable areas
Preliminary Project
Time Line
• Phase I – January 2013
– Identify 5 HAC Mini-collaboratives to be
the focus of the P4P Lean Improvement Projects
– Identify the location for the 3 Lean
Healthcare improvement project workshops
– Pre-Kickoff Planning/Preparation call
Preliminary Project
Time Line
• Phase II – February 2013
– OAHHS Planning and Kickoff Meeting
– Pre-project Planning Call
• 2 Hours per Mini-collaborative
Preliminary Project
Time Line
• Phase III – April to June 2013
– Lean Healthcare Project-based Workshops
• HAC Mini-collaboratives
• 1 day every other week for workshop
• Project team meets on alternative weeks
• Weekly project reports
– Lean Healthcare Green Belt Workshops
• 2 additional days for training workshop
Preliminary Project
Time Line
• Phase IV
– Evaluation and Follow-up: 30, 60, 90 and
180 Days
• On-site follow-up visit to each hospital by OAHHS – June 2013
• Conference call/webcast at 60, 90 and 180 days
– Final conference
Summary/Next Steps
• Identify up to 5 HAC
Mini-collaboratives
• Pre-kick off planning call
• Identify Executive Sponsor and Lean Healthcare Green Belt candidate
• Kick off at one central location and webcast
– Up to 3 people per hospital
Summary/Next Steps
• Identify Process Owner
– 1 person per hospital
• Identify Lean Healthcare Yellow Belt candidates
– Up to 3 people per hospital
• Pre-project calls and planning
– 2 calls
Summary/Next Steps
• Lean Healthcare Yellow Belt Project-based Workshop
– Lean Healthcare Green Belt (1) and Yellow Belt
candidates (3)
• Lean Healthcare Green Belt Workshop
– Up to 1 person per hospital
• Onsite post-workshop follow-up
Summary/Next Steps
• Post-workshop follow-up calls/webcast
– 60, 90, and 180 days by OAHHS and PHA
• Final Conference
Thank You!
Theresa Knotts, BSN, RN, CPHQ
Associate Director, Purdue Healthcare Advisors
