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03/21/2011 06:01 PM
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I would appreciate hearing from any Lean Facilitators - what goals do you have for pace of events (i.e. how many events are you expected to run per month/year).
How many Facilitators does your organization have - what is the optimum amount?
This has been an ongoing debate in our organization - I would prefer to measure quality versus number of activities - but is there a minimum that is recommended?
Any insight would be appreciated!
Thank you,
Kathy
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03/22/2011 09:34 AM
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Hi Kathy -
I don't mean to sound flippant, but the only optimum number for your organization is the number your organization determines to be optimal.
That said, ThedaCare has about 25 to 30 full-time lean facilitators, I believe.
You can also post your question on the Healthcare Value Leaders Network private website and you might get good responses from the Network members... but again, each organization is unique so numbers of people and numbers of events are only going to be worth so much.
Agree strongly on your point about quantity of events not being the only important measure!
Mark
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03/22/2011 12:56 PM
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I agree with Mark. Setting a "number" of events is tricky because your vision today could radically change in six months based on what you have uncovered during your Kaizen events.
Instead of worrying about quantity, as you have mentioned quality is far more important. Allow the team to work on what is important to them.
regarding the number of facilitators, the optimum amount is the number it takes to help each of your teams. I know that is a gray answer, but just like trying to pick a number of events, the number of facilitators will vary depending on what you uncover in your Lean journey.
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03/22/2011 12:56 PM
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Hey Kathy,
Goal alignment is critical to ensure that the work your Lean team is doing is viewed as delivering "Value" as defined by your Senior Leadership. That said, I created a charter first that the Senior Management agreed to that would drive value. Our Charter has 4 components:
-Establish a sustainable foundation for continuous improvement
-Focus of continuous improvement will be on delivering value to our customers
-Continuous improvement efforts that reduce cycle time and defect in the products and services delivered to our customers
- improve efficiencies necessary to support our administrative targets
From there we created goal areas:
Value Creation
Knowledge Transfer & Sustainability
Engagement
Methods & Practices
Then worked on specific SMART goals. To answer your question specifically with the above context, it would fall under "Value Creation". We did not go with the "right number of events" as that is activity, we went with what is the right value we want to create. So we have the following goals for this year (we are in year 3)
Value Creation:
- Identify $15 Million in Value (could be revenue enhancement, admin or medical costs savings) (Last year our goal was $10M and we delivered $30M)
-70% of the portfolio are data driven initiatives (Lean/Six Sigma) - this is because we are not a strictly six sigma one size fits all - we actually focus on solving business problems with business process tools. Also we are not a data driven organization so we are having to work with where the culture is and evolve it.
- 100% of initiatives are assessed for value creation and realized savings
The important thing, in my opinion, is goal alignment with what the senior leaders feel is measurable value. If they are focused on activity, then try and influence them with focusing on outcomes. What is your organization trying to achieve by implementing and using Lean? Match your goals to that if possible
Good luck
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03/24/2011 10:37 AM
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Samantha:
Are you willing to share your initial charter and goals? I am struggling with getting our efforts off the ground due to a change in deployment champion in our organization and a division of duties between "quality" and "process improvement". Historically we used 6 Sigma but are now trying to move more into Lean and Kaizen events.
Thanks,
CJ
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03/25/2011 10:57 AM
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Carol
Absolutely.
Send me your eMail address to Samantha.BureauJohnson@bcbsnc.com
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04/25/2011 10:01 AM
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Samantha, if you are willing to share with me also, my email address is marlon.wilson@mail.mcgill.ca
My thanks and I wish you continued success
Respectfully,
Marlon Wilson
Originally posted by: SamanthaBureau
Carol
Absolutely.
Send me your eMail address to Samantha.BureauJohnson@bcbsnc.com
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04/26/2011 11:35 PM
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Hi Kathy,
Irregardless of the responses you get in terms of pace of events, even they may be inaccurate/inappropriate for those hospitals responding. Take Thedacare. At one point they were doing events at such a high pace (25 - 30/week? Not sure.) that they had to take a pause for the cause because even John Toussaint, their then CEO, recognized that the events were becoming "drive-by events." Quantity over quality of events.
As someone whose hospital once tried to copy Thedacare, I can tell you that this has to be something that fits your hospital. We tried to copy Thedacare and it eventually blew up in our faces. Don't let this happen to your hospital. What are the problems? How deep are they? Will management free up the necessary time to work on them? Are they willing to budget for that? Are they truly walking the talk to keep your lean journey alive?
These are hard questions, perhaps, but they need to be discussed and a consensus built in order for you to move forward with confidence.
I hope you're successful!
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04/27/2011 10:54 PM
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Samantha,
Would be willing to share your original charter and goals with me also? I'm just getting started in the Healthcare setting in a Hospital. I've been in manufacturing for 15+ years and this is a little different. My email address is cpowers@hardinmedical.com.
Thanks,
Chris Powers
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04/29/2011 05:26 PM
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Hi Samantha,
Great post! I am in the process of transforming our culture to a more strategic alignment relative to improvement work. I really like what you have done and would like an opportunity also see your charter(s) and chat with you more. Greatly appreciated!!
Jeff Logan
Jeff.logan@samc.com
559-450-3685
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06/06/2012 11:47 AM
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Hi Samantha, and others
I am greatly interested in any information you might share on setting up a Lean Department in Healthcare. We are young in our journey and would appreciate any information the rest of you might share.
. In forming a department to lead this initiative how would you staff it?
. What is included in forming the budget, and how much should we include for annual operating expenses?
. Where does this department fit in the org chart? What is the reporting structure?
. Using outside facilitators which group do you use and would you recommend them? Who pays for this expense?
. Do you have a partnership with another facility or business involved with your lean journey?
. What has been the most beneficial thing for your organization?
. What has been the most challenging?
. How do you train? Senior level training, management council, and at events.
. How do you sustain?
. Annual Goals?
. Charter?
Sincerely
Davidd Senecal
Director
1108 Ross Clark Circle
Dothan Al 36301
djsenecal@samc.org
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