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LEADERSHIP LEADERSHIP DEVELOPMENT DEVELOPMENT
ROADMAPROADMAP
Development Plans
• Education– Internal CLI Education – Cornell University Certificate Programs– Leader Development Workshops led by outside experts– University Workshops at Harvard, NYU, Duke, Wharton,
Michigan, and Notre Dame
• Action Learning (Practicum)– Stretch assignment projects– Executive sponsor of Six Sigma and Capstone projects – Delegation of administrative responsibilities at a facility with
a post assignment evaluation by facility leadership
• Mentoring/Coaching– Formal mentoring and coaching
“The Core 6” (in no particular order)
1. Service Excellence2. Communication/Feedback3. Effective Leadership4. Employee Relations5. Leading with Emotional Intelligence6. Change Management
“The Emerging Leader” (Supervisors, Coordinators, Assist. Supervisors/Managers, etc.)
1. INCR2. Finance3. “Performance Improvement Skills” (Capstone Skills)4. Motivation5. Active Listening6. CAP7. FTD8. Presentation Skills9. Business Writing10. Quality Mgmt11. Six Sigma
12. Talent Acquisition13. MBTI
2009 Core Management Program
“Team/Operational Leader” (Managers, Assist. Directors, Assist. Vice Presidents, Assist. Nurse Managers, etc.)
1. Business Fundamentals2. Budget Mgt3. “Performance Improvement Skills”
(Capstone Skills)4. Managing by Metrics5. Motivation6. Coaching7. CAP8. FTD9. Crucial Conversations10. Performance Mgt11. Presentation Skills12. Quality Mgt13. Business Writing14. System Thinking15. Strategic Planning16.Six Sigma17. Talent Acquisition18. Accessing & Making Sense of Your Press
Ganey Scores19. MBTI
“Strategic/Executive Leader” (Assoc. Exec. Directors, Vice Presidents, etc.)
1.Business Fundamentals2.Budget Mgt3.“Performance Improvement Skills”
(Capstone Skills)4.Managing by Metrics5.Motivation6.Coaching7.Six Sigma for Leaders8.Accessing & Making Sense of Your
9.Press Ganey Scores10.MBTI
The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.
---John Foster Dulles, Former Secretary of State
Engage Your Talent: ALIGNING BUSINESS ALIGNING BUSINESS PROCESS IMPROVEMENT WITH ORGANIZATIONAL PROCESS IMPROVEMENT WITH ORGANIZATIONAL STRATEGIES.STRATEGIES.
Establish Organizational Priorities
Operational Performance Solutions
UnderstandVision & Business Goals
Customer Value
Business Strategy
Capstone/ Core Management
StabilizeAlign Metrics – Value Analysis Teams
Standardize Operations
Systems and Equipment
Continuously ImprovePersonnel/ Labor
Management Teams
Processes (TOOLS)
•Six Sigma, Lean, CAP, FTD
Benchmarking Teams Use Value Analysis Process
PHASE I – METRICS –
● Laboratory, Pharmacy, Radiology, Per operative,
Environmental, Case Management, Patient Throughput
● Key Performance Metrics/Uniform definitions selected
● Develop score card
Value Analysis
PHASE II – STRUCTURE & IMPROVEMENT TARGETS
• Identify & Act On High Impact Opportunities (Labor & Non-labor)
• Set Improvement Targets
• Service & Clinical Quality Uncompromised
• New Staff Resources Allocated– Black Belts – Work Plans & Labor
Assessment– “Lock-Step” Meetings With Materials
Management – Financial Impact Validation
• Use Benchmarking Metrics To Steer Process– Find Best Practices & Opportunities
PHASE II- (continued)
Value Analysis
Operational Performance Solutions
Stop the bleeding
Low Hanging Fruit
Tools and Techniques
Continuous Improvement Culture
XXData Needs to be Collected
4-6 months6-8 Weeks<30 days1 dayHow Much Time Is Needed
X
X
X
X
X
X
X
Capstone
XX Long Term Control Mechanism
X Know Current Process Capability
XXRapid Implementation Needed
XXExcessive Bureaucracy
X Asses Value-added Activities
X Excessive Process Variation
XX Excessive Or Hidden Rework
XX Multiple Step Process
X Complex Problem
X Multidisciplinary Team Available
XXXNeed to Increase Capacity
X Excess Inventory
X Excessive Motion
XX Excessive Process Defects
XX Long Cycle Times
XXChronic Issue
XX Data Available
X Need to Increase Flexibility
XXExcessive Waste
Issues
Six SigmaLeanFTD
© 2006 The Center for Learning & Innovation
Operational Performance Solutions Decision MatrixOperational Performance Solutions Decision Matrix
Questions