Katie Mason Rebecca King Chapter 8: Conduct the Transformation Summit

Slide 2Spring 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)

Slide 3 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

Slide 4 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

Slide 5 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

Slide 6 Step 2: Develop a Shared Vision Transformed Health System Profitability Empowerment Information Flow Patient- Friendly Consistency Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit Source: Dean Figure 8.2 (Healing University’s vision of a transformed Healing University)

Slide 7 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

Slide 8 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

Slide 9 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)

Slide 10 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

Slide 11 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

Slide 12 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

Slide 13 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

Slide 14 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

Slide 15 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 streams Process (Page 57, 63) A set of steps that transform one or more inputs into one or more outputs Service (Page 63) Generically defined as work done by one person or group that benefits another Transformation summit (Page 57) A planning event during which the CEO and senior leadership team plan the enterprise transformation Transformation team (Page 69) A team under the leadership of an executive sponsor, charged to transform a value stream or healing pathway Value Stream (Page 69) A set of one or more processes that results in the delivery of a product or service Value 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 16Spring 2014ISE 428 ETM 591 RLK & KAM Transformation Summit References / Contact Information Contact Information: Rebecca King Katie mason Dean, M.L. (2013). Lean Healthcare Deployment and Sustainability. New York, NY: McGraw Hill