Other Titles
Promoting safety and clinical outcomes
Abstract
After the implementation of a LEAN Daily Continuous Improvement Program (DCIP) in a Large Pediatric ambulatory portfolio the momentum for process improvement accelerated and great successes were achieved. However, after a period of time ideas for improvement began to decrease. Managers resorted to look for solutions to sustain and maintain the improvement. As healthcare evolves so do the increasing demands on manager responsibilities limiting their ability to not only find solutions but act on them.
In an effort to support managers and leaders in sustaining improvement, a High Performance Management System (HPMS) was adopted using a LEAN visual management tool called an Obeya, translates as "big room" in Japanese. A HPMS is an organizational framework that defines standard work for each tier of management and the integrated hierarchy that reinforces, supports, and improves work at all levels. Its theory is grounded in the Juran Trilogy (Quality Planning, Quality Control, and Quality Improvement). A HPMS enables a culture of transparency that encourages and sustains improvement.
The Obeya aids in visualizing priority projects within the portfolio and a visual map of how each project is directly aligned with the organizational strategy and goals to achieve key performance metric targets.
Using a visual management tool has allowed managers and leaders to quickly visualize their progress on many important initiatives and move projects along at a more efficient pace. Some of the early outcomes experienced by managers who have piloted this framework include increased focus, collaboration, and efficiency.The Obeya allows managers to "see together, learn together, act together".
Defining management standard work enables managers to reduce variation and achieve outcomes more efficiently. This framework will aid in eliminating non value added/non managerial work in a manager"s schedule supporting them to find and implement solutions that sustain improvement both at a departmental and organizational level. As a framework its adaptability to all tiers of management in an organization will really drive the strategic agenda for organizations.
Sigma Membership
Unknown
Lead Author Affiliation
The Hospital for Sick Children, Toronto, Toronto, Ontario, Canada
Type
Presentation
Format Type
Text-based Document
Study Design/Type
N/A
Research Approach
N/A
Keywords:
Nursing Leadership, Organizational Framework, Sustaining Improvement
Recommended Citation
Rudden, Louise C.; Hicks, Melody; Lappan-Gracon, Stephanie; Walli, Yogini; Koo, Irene; and Rivard, Rose, "Adopting a high performance management system utilizing a lean visual management tool to sustain improvements" (2017). INRC (Congress). 482.
https://www.sigmarepository.org/inrc/2017/presentations_2017/482
Conference Name
28th International Nursing Research Congress
Conference Host
Sigma Theta Tau International
Conference Location
Dublin, Ireland
Conference Year
2017
Rights Holder
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Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Adopting a high performance management system utilizing a lean visual management tool to sustain improvements
Dublin, Ireland
After the implementation of a LEAN Daily Continuous Improvement Program (DCIP) in a Large Pediatric ambulatory portfolio the momentum for process improvement accelerated and great successes were achieved. However, after a period of time ideas for improvement began to decrease. Managers resorted to look for solutions to sustain and maintain the improvement. As healthcare evolves so do the increasing demands on manager responsibilities limiting their ability to not only find solutions but act on them.
In an effort to support managers and leaders in sustaining improvement, a High Performance Management System (HPMS) was adopted using a LEAN visual management tool called an Obeya, translates as "big room" in Japanese. A HPMS is an organizational framework that defines standard work for each tier of management and the integrated hierarchy that reinforces, supports, and improves work at all levels. Its theory is grounded in the Juran Trilogy (Quality Planning, Quality Control, and Quality Improvement). A HPMS enables a culture of transparency that encourages and sustains improvement.
The Obeya aids in visualizing priority projects within the portfolio and a visual map of how each project is directly aligned with the organizational strategy and goals to achieve key performance metric targets.
Using a visual management tool has allowed managers and leaders to quickly visualize their progress on many important initiatives and move projects along at a more efficient pace. Some of the early outcomes experienced by managers who have piloted this framework include increased focus, collaboration, and efficiency.The Obeya allows managers to "see together, learn together, act together".
Defining management standard work enables managers to reduce variation and achieve outcomes more efficiently. This framework will aid in eliminating non value added/non managerial work in a manager"s schedule supporting them to find and implement solutions that sustain improvement both at a departmental and organizational level. As a framework its adaptability to all tiers of management in an organization will really drive the strategic agenda for organizations.