A
ADKAR, 33
AI, see Artificial intelligence
Annual report card for Hospital Heal, standard work process for developing, 89
Artificial intelligence (AI), 170
B
Balanced Scorecard (BSC), 45, 75
logic, 76
philosophy, 86
Boundaryless Organization, The, 20
Bringing Leadership to Life in Health, 23
BSC, see Balanced Scorecard
intelligence tools, 165
quality, 144
Business excellence model, 51, 143
implementing at Hospital Heal, 53
operational excellence, 51
organization’s cultural operating system, 52
training plan, 142
works, 54
C
Canadian Institute for Health Information (CIHI), 76
CAP model, see Change Acceleration Process model
Cascade organization strategy, developing process to
breakdown of scorecards by area, 88
education sessions conducted at Hospital Heal for developing scorecards, 87
facilitators promoting development of scorecards at Hospital Heal, 87
Hospital Heal’s approach to cascading strategy, 86
standard work process for developing annual report card for Hospital Heal, 89
template at Hospital Heal for developing performance scorecards, 88
Cause and effect, fish bone analysis for, 150
Caution for organizations, 143
Centered care, see Partnered care
Champion, 103
Change, 17; see also Framework for change
detailed comparison of critical characteristics, 23–28
pictorial comparison of three types of change, 29
rule of thumb, 29
summing-up, 23
types, 18
Change Acceleration Process model (CAP model), 33, 130
business excellence frameworks and methodologies, 35
Change facilitator roles and responsibilities
example of template for mapping current and future state job responsibilities, 59
key activities and responsibilities and approximate percent of time, 62–63
mapping current and future state job responsibilities at hospital heal, 60
purpose of position, 61
CI, see Continuous-improvement project
CIHI, see Canadian Institute for Health Information
Coaching and mentorship, 62
Commitment, 8
Communication plan development, 121, 123; see also Standard work content development
annual education fair, 125
Dan and Chip Heath’s six principles of stickiness, 123
leaders conduct “Go See Learn” visits at Hospital Heal, 123
paper versions of scorecards, 128
Performance Scorecard visual board, 125
purpose of visual management, 129
standard templates and branding, 124
standard work definitions for performance scorecard/huddle board, 126–128
template to, 122
visual controls, 130
Company that Solved Health Care, The, 130
Competing values framework (CVF), 5, 45, 193
quadrant terminology in, 45
Continuous-improvement project (CI), 93
Continuous improvement, 44
Continuous quality improvement (CQI), 54, 139
Core team, 71
Cost, quality, delivery, and education (CQDE), 75
CQDE, see Cost, quality, delivery, and education
CQI, see Continuous quality improvement
Creating a Lean Culture, 114, 186
choice of models in, 8
cultural strategies, 170
cultural transformation journeys, 111
long-term organizational culture, 8
results of culture and change management survey, 7
“Culture for Digital Age”, 7
“Culture to Cultivate” HBR article, 44
CVF, see Competing values framework
D
Data collection methods, 159
Data specialist, 54
DDI, see Development Dimensions International
Dedicated strategy room, 79
Deep dive selection process, 185, 186
Deployment approach, 52
Development Dimensions International (DDI), 170
Directors, 86
Door to doctor to decision to done to depart process (5D’s process), 142
E
Education, 141
sessions at Hospital Heal for developing scorecards, 87
EFQM, see European Foundation for Quality Management
Enterprise performance management, 169–170
European Foundation for Quality Management (EFQM), 52, 53
Excellence journey, 39
for all management system elements at Hospital Heal, 138
culture change, 180
design of roadmap, 179
developing educational material and standard work in, 137
developing standard educational material, 139
Hospital Heal’s strategic directions, 41
Kumar Management System, 181–182, 184
leadership commitment, 40
more time to care vision and guiding principles developing at Hospital Heal, 40
projects and management system elements, 181
roadmap for time to care journey, 182
standard work for management system elements, 139
standard work for management system elements adoption, 180–181
teams at Hospital Heal evolving on Kübler-Ross change curve, 183
Explicit knowledge, 162
External job postings, 65
F
Facilitator, 104
promoting development of scorecards at Hospital Heal, 87
Failure mode effects analysis (FMEA), 48
Fifth Discipline, The, 163
Filters, 95
under benefit and effort, 93
Fish bone analysis for cause and effect, 150
5D’s process, see Door to doctor to decision to done to depart process
Flexibility, 7
Flexible regimentation, 97
FMEA, see Failure mode effects analysis
Framework for change, 31
equation to overcome resistance to change, 32
implementing during transformational journey at Hospital Heal, 33
levels of resistance to change, 31–32
management frameworks and models, 32
Frontline staff, 44
Future state job responsibilities at hospital heal, mapping current and, 60
G
Gemba walk, 69
GE Work-Out, The, 20
“Global State of Process Excellence” report, 6
“Go/no go” decision point, 173
“Go See Learn” philosophy, 69
“Go to Gemba”, 69
“Graduate” program, 61
Guiding principles and management system elements
cultural transformation journeys, 111
excellence terminologies, 112
Kumar Management System© working, 113–116
patient and family–partnered care practices, 117–120
validation of Kumar Management System, 116–117
H
Healthcare organizations, 70
“Health Report Card”, 76
Horizontal deployment
in multiple areas, 189
Hospital Heal, 39, 61, 65–66, 69, 75–76, 80, 81, 85, 135
approach to cascading strategy, 86
business excellence model implementing at, 53
change framework implementing during transformational journey at, 33
education sessions for developing scorecards, 87
facilitators promoting development of scorecards at, 87
full house during monthly report-outs in auditorium at, 136
leaders conduct “Go See Learn” visits at, 123
metric selection for creating health report card for, 77
more time to care vision and guiding principles developing at, 40
project team roles and responsibilities at, 105–109
reflecting sample job positions, 61
six value stream coaches at, 66
strategic directions, 41
strategy room, teams discussing projects in, 81
teams at hospital heal celebrating first huddle and scorecard, 134
template Heal for developing performance scorecards, 88
Hospital’s Health Report Card, 86
I
IHI, see Institute of Healthcare Improvement
Improvement projects/initiatives management, 62–63
Individual performance measures (IPMs), 191
building accountability, 195–196
competing values framework, 193
development for Hospital Heal, 192
Marshall Goldsmith’s Mojo scorecard, 193–195
elements of personal Mojo, 195
elements of professional Mojo, 194–195
for leaders at Hospital Heal, 196–197
role of individual behavior, 192
skills profile for leaders, 194
transformational change, 196
Information technology (IT), 169
In-house training, 144
Institute of Healthcare Improvement (IHI), 131
Internal job postings, 65
IPMs, see Individual performance measures
IT, see Information technology
J
JDI, see Just do it
J. Gretzitz model on enterprise management system, 170
Jing Bang, 189
“Joy in work”, 131
elements of framework for, 131–132
full house during monthly report-outs in auditorium at Hospital Heal, 136
IHI framework for improving, 132
quadrants labeled “process” and “innovation and growth”, 134
and senior leaders, 132
standard template for sharing improvements, 136
teams at hospital heal celebrating first huddle and scorecard, 134
tensions between diagonal cultures, 135
Just do it (JDI), 93
K
“Kaizen” (Self-Development), 98
Kano model for understanding customer voice, 147
“Key influencers”, 122
Key performance indicators (KPIs), see Individual performance measures (IPMs)
Key result areas (KRAs), see Individual performance measures (IPMs)
Khosrowshahi, Dara, 69
Knowledge management system, 161–162
example of storyboard template, 164
knowledge management cycle, 164
Stankosky’s elements, 163
Kumar Management System©, 113, 181–182
elements, 115
guiding principles, 114
L
development, 141
development, 45
team, 138
Leading-edge quality improvement strategies and techniques, 61
Lean, 144
A3 method, 165
management, 183
principles of, 145
Six Sigma, 104
work, 22
Lean application, 70
impact in healthcare, 156
Learning, 163
and growth, BSC, 75
management systems, 165
through visuals, 144
Length-of-stay map (LOS map), 148
Live Our Values Everyday (LOVE), 46
M
Managing internal/external mandates, 63
Mapping current and future state job responsibilities, 60
Marshall Goldsmith’s Mojo scorecard, 193–195
Maturity scale, 180
McKinsey survey, 75
Metric selection for creating health report card, 77
Mojo, 194
Marshall Goldsmith’s Mojo scorecard, 193–195
personal Mojo elements, 195
professional Mojo elements, 194–195
N
Need for change, 3; see also Change
assessments, 4
OCAI, 6
organizational culture assessment, 8–15
results of culture and change management survey, 7
O
OCAI, see Organization Cultural Assessment Instrument
Operational excellence, 51
Organization-wide project, 95
Organization, 5, 162; see also Problem-solving muscle of organization
cultural operating system, 52
difference between standard and standardization, 97
differentiating standard work from policy and guidelines, 98
project prioritization template, 99, 100
strategic plan, 75
“true north” measures for, 80
Organizational culture, 43
approach to culture assessment, 9
assessment, 8
BSC, 45
continuous improvement, 44
CVF, 8
enable and execute stages, 10
establishing alignment of culture, strategy, and operations, 48
initiate and assess stages, 9–10
integrated model of organization culture and strategy, 46
leadership, 44
plan and design stages, 10
sample quantitative assessment, 15
stages of project’s life cycle, 47–49
Organization Cultural Assessment Instrument (OCAI), 6
adapting from Cameron/Quinn, 11–14
Organization report card, 79
logic of BSC, 76
metric selection for creating health report card for Hospital Heal, 77
P
Paper-based methods, 165
Partnered care, 118
Patient advisory committee, 118
Patient and family–partnered care practices, 66, 117–120
Patient/family/community engagement, 63
PDSA, see Plan Do Study Adjust
Performance appraisals, 169
Performance indicators, 169
Performance management systems, 169, 170
components of enterprise performance management, 170
role in business excellence model, 171
Performance Scorecard visual board, 125
Personal Mojo elements, 195
“PEX Network’s Global State of Process Excellence” report (2017), 51, 52
Phase gate approach, 173
PICK chart triaging process, see Possible Implement Challenge Kibosh chart triaging process
Plan Do Study Adjust (PDSA), 18
improvement cycle, 114
scientific thinking, 154
Point of contact (POC), 9
Possible Implement Challenge Kibosh chart triaging process (PICK chart triaging process), 92
PPIM approach, value stream map creation using, 147
Practical Lean Six Sigma for Healthcare, 186
Primes, The, 20
Prioritization, 98
Problem-solving muscle of organization
activities in REI, 160
business excellence training plan, 142
cell design to promoting single piece flow, 152
core team and value stream coaches, 143–144
data collection methods, 159
demand map of patient flow, 148
fish bone analysis for cause and effect, 150
5 WHY analysis for understanding root cause, 150
Kano model for understanding customer voice, 147
Lean application impact in healthcare, 156
principles of Lean, 145
project charter template, 157
SIPOC tool, 158
six sigma approach to problem solving, 145
Six Sigma roadmap to process improvement, 156
standard operating process, 149
strength of Lean Six Sigma combination, 146
summing up Lean six sigma tools, 155
types of waste, 156
unbalanced line and pitfalls, 151
value stream map creation using PPIM approach, 147
visually managed buffer beds in healthcare, 154
visual management application, 153
Problem solving skill, 142
Process owner, 103
Professional Mojo elements, 194–195
Professional skill, 141
Project lead, 103
Project management solutions, 165
Project prioritization
example of filters under benefit and effort, 93
project classification criteria developed at Hospital Heal, 93
qualifying projects in PICK chart quadrants, 92
and selection criteria development, 91
solution, 92
Project team
roles and responsibilities, 104–109
role titles in project team, 104
Q
Quality, 144
Quincey, James, 132
R
Rapid Improvement Event (REI), 160
RDR, see Recognition and development review
Ready-reckoner template, 60–61
Recognition and development review (RDR), 197
Recruitment criteria and selecting change facilitators
six value stream coaches at Hospital Heal, 66
Regimentation, 97
REI, see Rapid Improvement Event
Required organizational practices (ROPs), 63
Responsibility, 7
change facilitators roles and, 59–63
key activities and responsibilities and approximate percent of time, 62–63
mapping current and future state job responsibilities, 59
project team roles and, 104–109
Rewards, 8
Roadmap development for excellence journey; see also Excellence journey
culture change, 180
design of roadmap, 179
Kumar Management System, 181–182, 184
projects and management system elements, 181
roadmap for time to care journey, 182
standard work for management system elements adoption, 180–181
teams at Hospital Heal evolving on Kübler-Ross change curve, 183
Robotic process automation (RPA), 170
ROPs, see Required organizational practices
RPA, see Robotic process automation
Rule of thumb, 29
to selecting pilot area, 188
S
Scorecards, 87
facilitators promoting development of scorecards at Hospital Heal, 87
template at Hospital Heal for developing performance scorecards, 88
Service level agreement (SLA), 159
SIPOC tool, 158
Six Sigma
approach to problem solving, 145
breakthrough equation, 155
roadmap to process improvement, 156
SLA, see Service level agreement
SME, see Subject matter expert
Sponsor, 103
Standardization, 97
Standard tollgate process development, 173, 180
activities during stage of tollgate review process, 176
evaluation phase, 175
implementation at Hospital Heal, 174
creation at Hospital Heal for conducting visual room tour, 81–83
definitions, 126
for developing annual report card for Hospital Heal, 89
Standard work content development, 137; see also Communication plan development
for all management system elements at Hospital Heal, 138
developing educational material and standard work in excellence journey, 137
developing standard educational material, 139
examples of standard work for management system elements, 139
Stankosky’s elements of knowledge management, 163
Strategic Plan, 61
Strategic processes, 163
Strategy map, 40
Subject matter expert (SME), 103
SUCCESs, 121
Summing-up, 23
Support staff, 44
Survey tool, 186
T
Team, 99; see also Leadership
at hospital heal celebrating first huddle and scorecard, 134
member, 104
readiness, 186
reviewing and prioritizing projects at Hospital Heal, 100
Technology, 163
Template
for mapping current and future state job responsibilities, 59
at Hospital Heal for developing performance scorecards, 88
Test pilot area selection, evaluation criteria for
deep dive selection process, 186
example of deep dive selection survey, 187–188
implementation of pilot area, 186–189
rule of thumb to selecting pilot area, 188
Timely, Responsive Unconditional, Enthusiastic (TRUE), 133–134
Tollgate, 173
Transformational change, 19
Bringing Leadership to Life in Health, 23
lean work, 22
mental and emotional strength, 20–21
non-negotiables, 21
scenarios, 19
teams, 22
Transformational journey, 70–71
TRUE, see Timely, Responsive Unconditional, Enthusiastic
“True north” measures for organization, 80
V
Value, 95
stream coach, 54, 61, 65–66, 71
stream map creation, 147
application, 153
purpose, 129
ongoing senior leadership commitment, 83
standard work created at Hospital Heal for conducting visual room tour, 81–83
teams discussing projects in Hospital Heal’s strategy room, 81
W
“War room”, 79
Working group representatives, 86
Z
Zuckerberg, Mark, 133