Upload
lexuyen
View
214
Download
1
Embed Size (px)
Citation preview
Daily Management SystemsLane F. Donnelly MD
Nemours Children’s Hospital
Culture “Sum of people’s
habits as to how they get their work done” Often focus of
discussion “need a culture of
improvement / safety”
Culture But to create a culture of improvement,
you cannot focus on culture, you need to focus on your DMS To change culture, you need to change
your DMS – change the expectations of how your leaders lead and how daily escalation and solving of problems occurs
Daily Management Systems
Daily Management Systems Designed so that problems are
quickly identified Front-line staff are empowered to fix
the problems that they can Problems that the front line
employees cannot fix are escalated and counter-measures created quickly
Key Elements to DMS
Leadership Standard Work Visual Controls Daily Accountability Process Discipline
Mann D. Creating a Lean Culture – Tools to Sustain Lean Conversions, 2nd Ed, 2010
Tiered Huddle Structure 1st – Front line Drive accountability for front line
problems Problem escalation to higher tiers
Clinic Huddles
Peri-Operative Huddle
OutpatientHuddle
Hospitalists / Inpatient Units
Huddles
Integrated Huddle
ORHuddle
EmergencyHuddle
Materials - IT - Laboratory - Facilities - Radiology - Pharmacy - Facilities/Security -Family Centered Care - Rehab - Respiratory - Infusion Center - Construction
Critical CareHuddle
Patient Flow Huddle
Short (10 – 15 minutes) Standing Occur between 7AM – 9:30AM At site of care Front of visual board Front line associates / leaders Standard Work: Scripting
Huddles
Approach
Metrics / Goals
Today’s Readiness Assessment
Problem Accountability
Metrics / Goals Quality & Safety Patient / Family
Experience Delivery Cost Engaged
Associates
Today’s Readiness Assessment
MESA Methods Equipment Supplies Associates
Problem Accountability “Quick Hits” Complex Issues
–Owner–Team–Report back date–Counter measure
No scheduled meetings 7 - 10:30 am NCH leaders attend huddles Observe operations (Gemba) during
this time
NCH Leadership Standard Work
Traditional Management Over-sight highly variable and leader
dependent (calls) Management style shifts significantly
with change in person DMS – designed not to be dependent
on a particular person – more predictable / reliable over time
Roles of Leaders
Make sure systems run as designed (maintenance Kaisen)
Continuously improve those systems (Improvement Kaisen)
NCH – Opened October 22, 2013
Integration Huddle started June 2012 Data tracked February 2013
Issues 252 Complex issues (28/month) Sept - 21, Oct - 63, Nov – 73 After opening: flow (41), supplies (17),
facilities (16), & IT (15) Mean time to resolution = 19.1 days
–(0 – 125 days) > 10 days (n = 9): IT (5), flow (2)
Huddle Audits
DMS Rapidly identify and escalate
problems Team-building Leader inter-changeability Much improve coordination Elimination of the rumor-mill