IIE Best Practices in Preparing Healthcare Organizations for the Future
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Joyce T. Siegele, FACHE, DSHS, director, productivity management, Northside Hospital

Creating the How Might We? Innovation Culture

Min Basadur, Ph.D., founder, Basadur Applied Creativity

The many successful process improvements currently being achieved using lean and Six Sigma may soon no longer be sufficient due to the rapidly accelerating changes we are now facing in healthcare. This session shares  a structured methodology capable of powering lean Six Sigma to a new level of innovation, inspiring fresh  ideas and increasing successful implementation of distinctive and breakthrough ideas  from lean Six Sigma activities. The key to the methodology is a creative process based on learned skills, attitudes and behaviors. Leaders can skillfully manage teams, meetings and projects through the process, which includes a sequence of steps from problem finding to solution implementing. 

The process engages people and motivates them to apply their creativity to enhance the success of current tools. It accelerates the culture of innovation, establishes new ways of thinking, asking questions and experimenting. The process enables leaders to "tame" lean and Six Sigma and makes them more approachable and accessible. It also makes problem-solving fun and productive. 

By creating a safe place for very honest conversations around the clarification of "fuzzy situations," the process encourages a climate that is extremely empowering and inclusive. Simple language is used and negative comments ("We can’t because ...") are transformed into motivating challenges ("How might we ... ?"). The process also builds awareness that different people prefer different steps of the creative process, encouraging a deeper understanding of the benefits of diverse teams.

Mastering Your EQ – Emotional Intelligence – A Key to Change Leadership Success

Jean Ann Larson, Ph.D., president, Jean Ann Larson & Associates

According to Daniel Goleman, 90 percent of the difference between star performers and average performers in high levels of leadership can be explained by "EQ" (Goleman, 1995). More recent research finds that a high EQ is correlated with success at leading others and helping organizations during times of great change. The healthcare industry is experiencing unprecedented change, and as improvement professionals we will be the change leaders and influencers. It is vital that we develop our EQ muscle. Understanding the multifaceted aspects of EQ and learning how to develop our own EQ will help us better facilitate continuous improvement and change in our organizations.

Competency and behaviors will take us only so far in our professional and personal lives. Often the Achilles heel for change leaders is a deficit in emotional intelligence. For longer term success, we must master our emotional intelligence skills. This session will introduce you to EQ fundamentals such as self-awareness, self-regulation, motivation, empathy and social skills. At the end of this session, you will have a better understanding of how your, EQ or emotional intelligence can be developed and improved upon. This in turn will help you use your best thinking, make the best decisions, and be a more effective change leader. 

Building Bridges for Change by Engaging Patient and Clinical Partners

Cornelia H. Leslie, director of strategic improvement, LifePoint Hospitals

This session will share results from a next-generation performance improvement strategy for LifePoint hospitals. The information and outcomes presented in the session provide suggestions for how to effectively integrate patient participation and TeamSTEPPS training into a kaizen (rapid change) event.

Our hope is that attendees see evidence that engaged teams, which include patients, can apply advanced problem-solving skills and drive rapid improvement to resolve safety threats arising from operational wastes. The event we will be sharing is the first pilot in the LifePoint system and involved application of foundational communication and problem-solving tools and tactics with coaching from facilitators trained in Lean and TeamSTEPPS (including the regional patient safety officer).

We will specifically discuss the process for selecting and involving a patient in the event, and the strategies used from TeamSTEPPS to share the process and outcomes arising from the kaizen event which occurred in the third quarter of 2013.

In the first month following go-live, the team shaved five minutes from A2MSE time despite increasing patient volume. The team is still encountering issues and this has been an iterative improvement process.

We believe that both the process and the outcomes will garner interest in this session.

The Challenges of Healthcare Reform and the Influence of Systems Engineers

Marci Jackson, director of social solutions, Premier Inc.

The healthcare industry represents one-fifth of America’s $15 trillion GDP and the massive healthcare numbers contain unnecessarily high costs fraught with waste and inefficiency. Rising healthcare costs, which some projections indicate a 70 percent increase in the next 10 years, is an openly acknowledged national crisis. PPACA (healthcare reform) offers a deliberate focus for America’s healthcare future.

While it is difficult to appreciate the magnitude of the challenges, and the pending changes, it is easy to understand the opportunity to implement system engineering principles necessary to bend the cost curve while simultaneously improving quality. In this session, I will provide an insider view of the healthcare quality, cost, access dilemma, the Affordable Care Act, and offer a systems engineering perspective for attacking one of the defining challenges of our time.

Achieving the Transition from Volume to Value-Based Patient Care

Sheri Winsper, executive director, quality and patient safety, Loyola University Health System

Achieving the Triple Aim in an era of health care reform can be challenging but the right thing to do for patients. This session will discuss how health care is rapidly transitioning from a volume to value-based system centered in pay-for-performance programs. An overview will be provided of what the following programs mean to you, your patients, and your bottom line: Value-based purchasing, the readmissions and hospital-acquired condition (HAC) reduction programs, and other private payor incentive programs. Lastly, managing through the chaos of all of these performance measurement programs and surviving the financial impact will be discussed.

Closing

Joyce T. Siegele, FACHE, DSHS, director, productivity management, Northside Hospital



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