Develop Evaluation Criteria for Selecting a Test Pilot Area for Implementation
Adventure is the child of courage.
—Jonathan Lockwood Huie
Introducing change at an organizational level requires dedication, hard work, grit, persistence, sweat and sometimes tears. There is no elevator to success. You need to take the stairs. The reasons why change is hard include a large scope of change, prohibitive cost, or difficulty in reversing the change and its implications if it does not meet the intended purpose. It is therefore recommended to test pilot the change in select area(s) as a proof of concept before introducing it across the organization. Since the expectation is that the pilot can be replicated easily in other areas of the organization and scaled up fast, the selection of the deep dive area becomes an important consideration for any excellence journey. Just like a sample has to be representative of a population, the deep dive area has to be representative of the organization. Considering that cultures within an organization can vary distinctly, it is good practice to have more than one pilot area for testing the feasibility and reducing the crucial differences between the pilot environment and the environment of the organization as a whole.
At Hospital Heal, the senior leadership team was engaged in identifying the criteria for selecting the deep dive areas. The vice presidents discussed them with the respective directors and managers and critically examined each of the areas before finalizing the one that best met the selection criteria (Figure 25.1). Since the management system elements to be implemented in the deep dive area were selected before identifying the actual areas for deep dive, the teams electing to undergo the deep dive had a fair sense of what they were getting into.
Team readiness and leadership commitment are absolutely essential in selecting a pilot area. Several best-practice tools for Lean readiness assessment, employee engagement, and operational assessment such as Malcolm Baldrige, Shingo, Gallup, and tools from Todd Sperl’s book Practical Lean Six Sigma for Healthcare, and David Mann’s book, Creating a Lean Culture, among many others, were considered for designing the deep dive survey questionnaire. The survey tool administered for the deep dive selection at Hospital Heal is shown in Table 25.1. Results of the survey were analyzed using a radar chart and three teams: one each from clinical, mental health, and corporate were chosen for deep dives.
Table 25.1 Example of the Deep Dive Selection Survey at Hospital Heal
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Deep Dive Selection Survey |
Low → High |
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Section 1: Customer Focus |
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In my opinion, my department does a good job of listening to and meeting the changing needs/expectations of the customer |
1 |
2 |
3 |
4 |
5 |
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Time spent with patient or customer is seen as most valuable in my area |
1 |
2 |
3 |
4 |
5 |
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We have an established process to receive customer feedback and act on it |
1 |
2 |
3 |
4 |
5 |
|
Section 2: Leadership and Strategy |
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I am familiar with the organization’s strategic directions and understand how my role fits in achieving common goals |
1 |
2 |
3 |
4 |
5 |
|
Leaders in my area are actively involved in process improvement to increase time spent with patients or customers |
1 |
2 |
3 |
4 |
5 |
|
Managers and supervisors are seen on a regular basis in the work area engaging with the workforce to better understand their reality |
1 |
2 |
3 |
4 |
5 |
|
There is a strong sense of trust in the leaders, managers, and associates in my area |
1 |
2 |
3 |
4 |
5 |
|
Leadership creates an encouraging and motivating environment and helps staff reach their full potential |
1 |
2 |
3 |
4 |
5 |
|
Section 3: Operations |
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My department identifies opportunities/gaps in processes on a regular basis |
1 |
2 |
3 |
4 |
5 |
|
My department action opportunities and close the gaps in the processes |
1 |
2 |
3 |
4 |
5 |
|
Processes in my area are well understood, effective and standardized |
1 |
2 |
3 |
4 |
5 |
|
Staff are comfortable to question and/or challenge the status quo |
1 |
2 |
3 |
4 |
5 |
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I have the materials and equipment I need to do my work well |
1 |
2 |
3 |
4 |
5 |
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Section 4: Workforce |
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At work, my opinions seem to count |
1 |
2 |
3 |
4 |
5 |
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Staff can openly identify obstacles/problems and seek help in finding solutions |
1 |
2 |
3 |
4 |
5 |
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My associates or fellow employees are consistently committed to do quality work |
1 |
2 |
3 |
4 |
5 |
|
I enjoy working with my team |
1 |
2 |
3 |
4 |
5 |
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I am motivated to make improvements and experiment using Lean principles |
1 |
2 |
3 |
4 |
5 |
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Section 5: Measurement, Information and Knowledge Management |
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My department makes every effort to ensure data and information are appropriate, accurate, and reliable |
1 |
2 |
3 |
4 |
5 |
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There is a system in place to monitor department progress toward goals and objectives |
1 |
2 |
3 |
4 |
5 |
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It is clear to staff how we use data to improve decision-making |
1 |
2 |
3 |
4 |
5 |
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I use the information collected in reports to guide my daily work |
1 |
2 |
3 |
4 |
5 |
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I understand the reason or importance for the information collected or reports generated in my area |
1 |
2 |
3 |
4 |
5 |
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Thank you for your participation!!! |
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After the implementation of the first pilot area is complete and learning is incorporated, an organization has the following three options to scale up the change:
1.Horizontal deployment in a single area: Change in a new pilot area is implemented one area at a time, until all areas are completed across the organization. Done when the resources to facilitate change are a constraint, customized work effort is needed for implementation in every area, and the organization is stable and has no time crunch to spread the change.
2.Horizontal deployment in multiple areas: Change is implemented in multiple pilot areas across the organization in waves or phases. Done when the resources to facilitate change can be made available, heavy customization among work areas is not required, and the organization is stable and feels the need to spread the change faster than doing it one area at a time.
3.Jing Bang: This is the organization-wide implementation without any further pilots. Jing Bang is done when the organization is in survival mode and has an urgent need to transform. It requires concentrated effort and focus, significant resources, and a high pace of implementation for a limited time period.
Sensei Gyaan: Practitioners and leaders can use Table 25.2 as a rule of thumb to select pilot area(s) in their organization. Create visibility, celebrate initial success stories, and acknowledge individuals and teams. Let leaders and staff in the pilot areas promote the benefits of implementation to their peers in nonpilot areas to create a pull effect. Continue to invest in training and leadership development and build momentum until you cross the threshold required for change to be successful.
Table 25.2 Rule of Thumb to Select a Pilot Area
