To improve, one must change. But deep inside, we all fear change to some degree. How, then, can we improve? This presentation outlines a basic framework to initiate change, as well as the 5 key principles for examining the current state and designing the future flow.

1. The
5 key
principles
December 3, 2013

2. What?
We’re a small company
that helps other companies
apply 5 key principles
to do 1 big thing:
Change

3. Why is that such a “big thing?”
“…people fear change,
resist it, fight it and often
end up sabotaging what
they might even consciously
agree are a good means to
move things forward.”
Psychology Today
http://www.psychologytoday.com/blog/hidden-motives/201005/resistance-change-in-organizations

4. Why is that such a “big thing?”
“If you keep on doing what
you’ve always done,
you’ll keep on getting
what you’ve always got.”
W.L. Bateman

5. Why is that such a “big thing?”
Healthcare
• 50 cents of every dollar is wasted
(>$1 trillion per year)
• 45,000-98,000 preventable deaths due
to medical errors each year
• Skyrocketing costs with
no proportional return in
health/longevity
• Rampant burnout

6. How do we make change attractive?
“First, make people mad.
Second, empower them to
do something about it.
Next, lead the charge.
Then, get out of the way.”
Me

7. Make them mad and empower …
Education (“Quality Clinic”)
•
•
•
•
Foundational training in process imp.
Principles that are universally applicable
Tools for every day usage
Problem-solving methodology
(Lean Six Sigma DMAIC)
• A few hours -> Several days
• Customized and Open Enrollment

8. Gimme an example …
Regional Health System
OBJECTIVE:
• Teach front-line staff how to identify and
facilitate improvements
• Get them started on an improvement project
STRATEGY:
• Designed 2-day training format
• Day 1: Key Principles … Day 2: Methodology
• Interactive, engaging
• Examples and hands-on work
• On-location, but off-site
• Involved internal improvement staff in
breakout sessions
•Trained
~150 people
from 6
hospitals
•Initiated
~75 projects

9. Lead the charge & get out of the way …
Improvement projects
(DMAIC)
• Define – The problem, process & project
• Measure – How bad is it?
• Analyze – What are the root causes?
• Improve – How can we address them?
• Control – Implement the new standard

10. Gimme an example …
Specialty MD practice
PROBLEM:
• APPOINTMENTS TAKE TOO LONG
SOLUTIONS:
• Reduced interruptions at front desk (phone
calls, deliveries/pick-ups, restroom patients)
• Reduced redundant report copies & scans
• Reduced redundant trips to front desk
• Reduced non-value-added data capture at
front (PCP, med list copy)
• Reduced walking to copier/scanner
• Reduced walking to find large bp cuffs
• Reduced downtime due to machine failure
• Set WIP level to reduce motion/decisions
• Standardized procedure ordering method
Reduced
appointment
cycle time to
lowest level
on record

11. Why do companies call us?
• Outside initiator of change
• Increase capacity / keep up with demand
• Increase productivity / throughput
• Reduce costs, increase profits
• To learn how to continually get better
• To empower staff to make changes
• Increase customer / staff satisfaction

12. 5 key principles:
1. Value is defined by the customer.
2. All work should be value-added
to the customer.
3. All work should be a process.
4. Waste & variation in a process
can and must be controlled.
5. Every process can be improved.

13. To learn more … follow us!
www.workflowdiagnostics.com
Workflow
Diagnostics
Channel
“Quality Matters”
Twitter @workflowdx
13

14. Q
U
E
S
T I O N S ?