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The Group Health Lean Journey

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The Group Health Lean Journey Laura McMillan Vice President for Strategic Planning and Deployment WA State Lessons in Leadership Symposium - March 24, 2011 – PowerPoint PPT presentation

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Title: The Group Health Lean Journey


1
The Group Health Lean Journey
Laura McMillan Vice President for Strategic
Planning and Deployment WA State Lessons in
Leadership Symposium - March 24, 2011
2
Group Health
  • Consumer governed, not-for-profit financing
    care delivery system
  • 628,203 insured lives
  • 9,599 staff
  • 26 primary care centers
  • 6 specialty care units
  • 82 specialties subspecialties
  • 22 county service area in Washington Idaho
  • Contract with 9,000 practitioners and 39 hospitals

2
3
Why Lean?
4
The Strategic Imperative
5
Implementing Lean
6
Sustainability Challenges
I have my real job and now I have my Lean job
too.
7
Model Line A Learning Lab
8
Path to Success?
9
Choice Point
MBO Management System
Lean Management System
10
The CEO Factor
11
Standard Calendar for Senior Leaders
12
Building Leadership Capability
13
Executive Gemba Thursdays
From
To
14
Visual Systems and Data
15
Our Customers
Our Customers
Strategy Deployment
Cross Functional Management
Daily Management Continuous improvement in
customer care experience
Plan Set standardsFrom customer
requirements Standardize key processes
Act A3 ThinkingCoach staff, to identify root
cause
People System
Financial System
Do the work using Visual Systems that drive
action to meet targets
Check Workplace RoundingStandards in
place?Standard work?Adherence? Linked
CheckingMeeting targets?
Our People
16
Phases of the Journey
Activity Level
We are here
Phase One Building the foundation
Phase Two Expanding with tools deeper thinking
Phase Three Integration and reinforcement
Phase Zero Exploration
Phase Four Systematic superior performance
  • Initial exploration into benefits challenges
  • Awareness general understanding
  • Some use of tools
  • Beginning to understand tools
  • Uneven application not tied to management
    systems
  • Education begins in earnest learning,
    applying, reflecting
  • Marked by intentional learning
  • Initial establishment of systematic approach
  • Broad education across enterprise
  • Specialized resources developed deployed
  • Integrated into management processes that have
    feedback mechanisms to reinforce them
  • Increased and deeper systematic work
  • The way we do business and we are getting the
    results that reinforce that expectation

17
Results
  • Staff engagement
  • Medical Home
  • Care Transitions
  • Administrative costs flat
  • Clinical cost trend far below national average
  • Care delivery improvements
  • Medicare Value Stream
  • Awards JD Power, Consumer Reports, Puget Sound
    Health Alliance, NCQA etc.

18
What are we working on now?
  • Stability of system both what and why
    (Principles)
  • More front line driven continuous improvement
  • Use of lean principles in design (products,
    services, buildings)
  • Broader value streams across organizations
  • Implementation of large systems

19
Our Lean Journey
20
Mental Models of Leadership
As leaders, what has made us successful in the
past, may not serve us as well into the future
21
Reflections
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