Here’s the latest installment of “Key Tweets,” a weekly post that summarizes some of my tweets (or retweets) from the week, including pictures and other fun stuff. Follow me @MarkGraban and join the fun and the conversation. See the previous installments of Key Tweets here.
As I’ve done before (and written about), I’ll be facilitating the famed “Deming Red Bead Experiment” on Thursday at the Society for Health Systems annual conference. See this pages with notes and slides.
Last weekend, I was happy to attend, as I’ve done for seven of the last eight years or so, the annual Society for Health Systems conference (aka the Healthcare Systems Process Improvement Conference). It’s a great organization and event and I encourage you to join and participate.
Keynote speakers included my friends Karen Martin and Alan Gleghorn (click the links for my podcasts with them). Joe Swartz and I co-presented on Healthcare Kaizen and coaching people on continuous improvement (and we signed some books).
I’m happy to be attending two really outstanding events in the next two months and I hope to see you there! The picture at left shows rows of people sitting, listening, and taking notes. I think the best parts of a conference often include the networking and the people that you meet.
Here’s what I’m attending in late February and early March – the Society for Health Systems and the Lean Transformation Summit:
It’s great to see more healthcare organizations embracing the philosophy and methodologies of kaizen (as we documented in Healthcare Kaizen). I saw some posters and presentations at the recent Society for Health Systems conference that include some nice examples of this approach from organizations including the Indianapolis VA, East Tennessee Children’s Hospital, and Norwalk Hospital…
I’m still reflecting on what a great conference the Society for Health Systems put on again this year. Here are some highlights from other talks… (see also my previous two posts)… if you’re curious about “Shocking Doctors” in the post headline, be sure to read to the end of the post.
Airica Steed, now with the University of Illinois, gave a presentation about improvement work in a previous role at Advocate Health. They used Lean, as part of their Baldrige journey, to improve key measures over just a few years, including:
- Outpatient patient satisfaction increased from the 40th percentile to 93rd percentile
- Workforce engagement scores went from the 25th percentile to the 99th percentile
- They went from a $50 million deficit and losing money for 10 years to making a $10 million profit
Those are amazing results.. and it was done through patient-centered operational excellence methods.
Saturday at the Society for Health Systems conference, included an excellent keynote address from Roger Gerard, from the ThedaCare health system, co-author with Dr. John Toussaint of the book On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry.
Some key points:
Roger made a great point that the idea of “creating a burning platform” is often an exercise in “how do we manipulate people?” He thinks intentionally creating and using a crisis is “manipulative” and “creates disengagement.”
He thinks it’s silly when leaders say ” we have to go to the Gemba to help,” when they should be going to learn and listen, instead.
I think this was my sixth consecutive year attending the annual Society for Health Systems Conference, held this year in New Orleans.
In the next few posts, I will share at least one key point from the talks and sessions I attended, with this post covering the first two – Doris Quinn, PhD and Ron Phipps, both from MD Anderson Center Center in Houston.
I received some really good questions from a reader, Nick, who has recently crossed industries to bring his Lean Manufacturing experience into healthcare. Since I thought the questions might lead to a good blog post, I’m going to address them here. In his intro to me, Nick said: “I don’t like to call myself a ‘consultant’ (no offense) only because I work for the hospital and I find it carries a weight that is sometimes a bit of a burden.”
No offense taken. While Nick is an “internal consultant,” I work with hospitals as an outsider or an “external consultant.” Sadly, the term “consultant” often gets you glares or eye rolls from hospital staff…
I’m happy to be participating in the ASQ “Influential Voices” blog series here in 2012. ASQ President Paul Borawski (listen to my podcast with him) writes about a topic each month and the group of bloggers all chime in. This month, Paul wrote about the need to encourage young people to enter “STEM” careers (science, technology, engineering, and mathematics).
Here, I’m going to write about the opportunities for young engineers to help solve the critical problems facing patients and the healthcare industry, as I reflect a bit on my engineering education and career and what I’ve seen from others.
Sunday’s keynote presenter at the 2012 Society for Health Systems conference was Dr. Stephen Markovich, the CEO of Riverside Methodist Hospital, a 1000+ bed hospital that is the flagship of the Ohio Health System. Dr. Markovich is not only both a doctor and a CEO, but he achieve both of his boyhood goals of being both a doctor and a pilot (he flies in the National Guard). He was told “you can’t do both,” but he found a way to do both – very inspiring.
One of the main themes of his talk was some guidance about 10 things that process improvement professionals (lean, six sigma, management engineers, etc.) can do to “create value” for their CEOs. Ohio Health’s approach of “Process Excellence” combines Lean and Six Sigma.
I took a lot of notes on Sunday and hoped to have a full post here… but I was fortunate to have the chance to finally meet Jon Miller of the Kaizen Institute and the Gemba Panta Rei blog in person for the first time. We were able to get together thanks to Mike Wroblewski of the Got Boondoggle? blog, as Mike now works for Kaizen Institute. Mike is presenting Monday on the “3P” lean healthcare design methodologies. So, with all of us going out to dinner, time got away from me…
I’ll be attending and speaking at three public events in the next few months, twice in Las Vegas and once in Phoenix. Hope to see you there.
I’m also fortunate to be part of an outstanding program of speakers at the Lean Healthcare PowerDay, April 9-10 in Vegas, an event sponsored by Healthcare Performance Partners and MedAssets.
A few weeks back, I attended the Society for Health Systems (SHS) Conference in Orlando, where I chaired the Patient Flow track. There were a lot of great speakers and I have a lot of notes and ideas to share.
Today, I’m going to share some notes from a talk by representatives of the Process Improvement department within Ohio Health, where they shared some outstanding results from Lean efforts to reduce surgical site infections for cardiac surgery patients.
The final keynote talk at the recent Society for Health Systems / ASQ Healthcare conference was given by Dr. Barry Silbaugh, a former hospital executive and the current CEO of the ACPE – The American College of Physician Executives. Silbaugh is a big proponent of Lean in healthcare, listing Lean as one of the major trends for 21st Century healthcare saying “everyone needs to” use Lean methods and thinking.
From his bio:
Silbaugh has studied the Toyota Production System, visited the Georgetown, Ky., Toyota plant twice, and used lean principles to improve work processes in healthcare.
In his talk, he shared some thoughts on Lean and a story that really illustrates what can be broken in a healthcare organization’s culture.
Last Friday at SHS/ASQ, I heard a talk by Michael Riordan, the CEO of the Greenville Hospital System in South Carolina.
He is one of what must be a very small number of Industrial Engineers who made it to the CEO level at a health system. I wonder if there’s any study that shows how those hospitals perform compared to MD CEOs and CEOs with other healthcare administration backgrounds. I’m sure there aren’t enough data points to be statistically significant.
Riordan made a number of great points about leadership that might sound “like lean” or at least philosophically aligned with Lean.
On Friday, I co-presented at the Society for Health Systems / ASQ Healthcare Division conference in Atlanta. It was the first time this was done jointly and it seemed we had more physicians and other clinical people around, which is great. I presented with Dr. Peter Patterson, a pathologist from Arizona. Our topic was the use of the Training Within Industry program in healthcare, including a case study from a lab in Yuma.
Earlier this morning, I attended a presentation at SHS/ASQ about Lean implementation in multiple emergency rooms in a large health system. There were a lot of positives and one red flag that I heard that might be worth discussion.