katie mason rebecca king chapter 8: conduct the transformation summit
TRANSCRIPT
Katie Mason
Rebecca King
Chapter 8:Chapter 8:Conduct the Transformation SummitConduct the Transformation Summit
Slide 2 Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
Textbook Author: Mark L. Dean, Ph.D.
Education Doctorate in Clinical Psychology Master’s Degree: Electrical Engineering Master’s Degree: Management
Other Recent Publications Healing Healthcare (2012) Lean Memory Jogger for Healthcare
(2012)
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What is a transformation summit?
A planning event during which the CEO and senior leadership team plan the enterprise transformation
Example Agenda: CEO leads kickoff Develop a shared vision Develop a set of guiding principles Develop the enterprise map Prioritize the processes to be transformed Develop the transformation master schedule Identify the executive sponsor and team members for
each process Update the governance infrastructure and process Develop a communication plan
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 1: CEO Leads the Kickoff
Model commitment to the transformation Express excitement at this way forward Provide a call to action for the leadership
team It enforces the importance of the
transformation
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 2: Develop a Shared Vision
Could be an unconstrained or more focused visioning session
The vision is often aspirational; paints a picture of what the organization might look like if it were performing its mission in an excellent manner
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 2: Develop a Shared Vision
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
Source: Dean Figure 8.2 (Healing University’s vision of a transformed Healing University)
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Step 3: Develop a Set of Guiding Principles
Should be in alignment with the healing enterprise’s values
Identify the guiding principles Small group work and affinity diagrams may
be a tool of choice
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 4: Develop the Enterprise Map
High level diagram of the internal services and activities
The map will: Identify improvable scope and functions Help the team to understand the “big picture” Define a service’s value Organize major resources Highlight problem areas Improve decision making Provide the basis for detailed healing
pathway/value stream mapping
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 4: Develop the Enterprise Map
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
Source: Dean Figure 8.3 (Healing University Healthcare System’s Enterprise Map)
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Step 5: Prioritize the Processes to be Transformed
Impact on a patient care Impact on throughput Impact on profitability Ease of transformation Availability of a strong leader
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 6: Develop the Transformation Master Schedule
Dependent on Priorities Availability of leaders Team members Black belt facilitators (or subject matter experts)
Best to first develop the schedule, and then the team memberships to support the schedule
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 7: Identify the Executive Sponsor and Team Members for Each Process
Draft a charter for each transformation team, including: Name of the healing pathway/value stream to be
transformed Purpose of the project Business case Flow boundaries Constraints Team membership
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 8: Update the Governance Infrastructure and Process
Review and solicit feedback of current infrastructure and process
Revisit members and activities of the following: Transformation support team Healing pathway teams Communication team Policy and procedure team Technical team Education team
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Step 9: Develop a Communication Plan
Strive to be more than a passing interest; focus on making a long-term change
Therefore, consider a more moderate and subdued approach
Review key processes that have been identified, and look for improvement opportunities
Not a new program, just an improvement Lean thinking teaches us about the “pull”
concept in a process
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
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Glossary
Enterprise map (Page 57, 63)A high-level diagram of the internal service delivery activities of an organization; typically, each of these activities comprises a value stream/healing pathway Healing pathway (Page 69)A value stream through which patients flow; an example is the treatment of a patient in the emergency department Lean (Page 71)A continual improvement methodology that focuses on improving value by eliminating waste and increasing throughput in customer-driven value streamsProcess (Page 57, 63)A set of steps that transform one or more inputs into one or more outputsService (Page 63)Generically defined as work done by one person or group that benefits anotherTransformation summit (Page 57) A planning event during which the CEO and senior leadership team plan the enterprise transformationTransformation team (Page 69)A team under the leadership of an executive sponsor, charged to transform a value stream or healing pathwayValue Stream (Page 69)A set of one or more processes that results in the delivery of a product or serviceValue Stream Map(Page 63)An illustration that uses simple graphics or icons to show the sequence and movement of information, materials, and actions in a value stream
Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
Slide 16 Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit
References / Contact Information
Contact Information:Rebecca [email protected] [email protected]
Dean, M.L. (2013). Lean Healthcare Deployment and Sustainability. New York, NY: McGraw Hill. 57-72.