| Training |
| TLS 208 |
Systems Improvement In Healthcare
TLS Approach
(Registrations Begin on Dec 12, 2011)
TLS 208 - Systems Improvement In Healthcare
Success in today’s complex health care environment requires knowledge of what systems are and how they work. Viewing common operational problems- such delayed hospital discharges, unnecessary hospital admissions, waiting times for outpatient appointments, lengthy Emergency Department visits – through a systems lens offers high-leverage solutions to the quality issues healthcare professionals face today.
TLS is a synergistic continuous improvement approach that uses an integration of three powerful organizational management philosophies, The Theory of Constraints, Lean, and Six Sigma. While Lean and Six Sigma tools have been used to achieve improvements in health care, the full potential of these approaches can only be realized when integrated using a "systems thinking" approach.*
Who should attend:
- Quality Professionals
- Hospital Operations Officers
- Inpatient and Outpatients Managers
- Medical Practice Management Professionals
- Health Services Management Engineers
Course objectives
At the end of this course, the participant will:
• Understand why patient care processes, business processes, and operational processes encounter constraints and temporary bottlenecks; and, learn how to implement efficient process flow to reduce delays and waiting that lead to patient dissatisfaction and excess costs.
• Explain why the gains we make in isolated areas of the business frequently do not translate into bottom-line profitability improvement; and, learn real steps to ensure you are working on the right issues using the right tools to get the right job done.
• Analyze why we sometimes compromise our business because we perform according to how we are measured; and, learn how to implement effective system measures.
• Differentiate between cost-thinking and throughput thinking; and, learn how to transform your organization’s performance by adopting an integrated, systems view and strategy.
• Integrate lessons from Theory of Constraints, Lean, and Six Sigma with traditional improvement approaches to improve quality of care and throughput, and reduce rework and process breakdowns.
• Understand how the answer the three most important questions to provide faster, more significant improvements in a system; 1.) What to Change/Improve? 2.) What to Change to? 3.) How to Make the Change Happen?
Format
The workshop consists of 32 hours of information delivery, with some minor assignments and periodic testing required.
For the convenience of working professionals, this workshop is offered as a combined synchronous / asynchronous workshop. Participants will spend 2 hours twice a week (20 Hrs) in a video streaming interactive online classroom environment via any personal computer.
The remaining 12 hours of instruction will include other learning media, including, streaming video (some with guest lecturers), models simulations, reading, etc., which can be accessed at anytime to facilitate student flexibility.
Study Text Provided: Profitability with No Boundaries: Optimizing TOC and Lean-Six Sigma, Pirasteh/Fox (American Society for Quality) QUALITY PRESS - 2010
USB Headsets are required to be used with your computer (Recommended styles)
The next class is scheduled to begin March 6, 2012 and meets virtually on Tuesday and Thursdays from 1:00 p.m. to 3:00 p.m. (MDT) on the following dates:
Schedule:
March 6, 8, 13, 15, 20, 22, 27, 29
April 3, 5
Course Instructors:
Robert E. Fox
Diane L. Kelly, DrPhD
Scott F. Jensen
Systems and the Systemic Approach*
Continuous Improvement in Systems and Operations and TLS
Review the history of systems improvement, from Henry Ford's mass production to Toyota's Lean production system and eventual progress to today's synergistic TLS strategies and how they are applicable to any organization, no matter the industry or purpose
• Deming and the TQM revolution
• Lean Manufacturing
• Six Sigma
• Theory of Constraints
• Systems Thinking
Metrics
Understanding the current metrics use in measuring any system and their effect on behaviors is essential to improving and then sustaining those improvements. Metrics drive behavior, and must be related to global measure and strategic objectives.
Concepts include understanding the differences between standard cost world thinking and throughput world thinking.
• Business financials and our dependence upon them
• How these financial tools frequently distort our efforts to do what we intuitively know is the right way
to manage our organization
• How we sometimes compromise our business because we perform according to how we are
measured
• Why the gains we make in isolated areas of the system frequently do not translate into bottom-line profitability improvement
• There are measurements that do make sense. Discussions will center on the control point or
constraint, and how measures must be focused and placed in the correct priori
Understanding the Importance of Systems Thinking
• explain systemic structure from the perspective of the iceberg metaphor;
• explain the role of systemic structure in the sustainability of improvement interventions;
• describe how an understanding of systemic structure guides managerial questions about performance problems;
• explain how managers can develop their skills in recognizing systemic structure; and
describe the influence of mental models on managerial behaviors, decisions, and effectiveness.
• recognize the value of system models in explaining system relationships;
• contrast different system models (including ISO 9000 and the Baldrige Performance Excellence Program ;
• relate system influences to organizational performance, including medical errors; and
• identify and distinguish between basic types of human errors.
Tools for identifying levers and providing focus – Part I
Systems Improvement Approach
In today's environment organizations and managers tend to deal with problems in isolation and subsequently end up dealing with symptoms. The equivalent of fighting fires on a daily basis and waging the same battles over and over again. Focusing in isolation results in the following symptoms:
• A lack of the bigger picture emerging from proposed interventions;
• Dealing with symptoms rather than root causes;
• Interventions not delivering according to expectations; and
• Too many initiatives on the table and nothing being achieved
TOC Tools to Identify The Levers and Provide Focus
Participants will be introduced to a new set of tools to identify optimal areas for focused efforts
• What are the true constraints to systems improvement, both the logical and the physical
• Accelerate the improvement process in their area of responsibility or throughout their organization
In this learning module students will be introduced to the tools for used to eliminating this non-systemic
shotgun approach to continuous Improvement.
• Identifying and organizing the systemic symptoms
• Using the Intermediate Objective(IO) Map to identify system root causes
1.) Where to Change/Improve
Tools for identifying levers and providing focus – Part II
TOC Tools to Identify The Solutions
Participants will be introduced to a new set of tools to identify optimal areas for focused efforts
Underlying every problem in a system is a conflict that causes the root cause (constraint) to exist.
Unless the conflict is resolved the constraint will continue to be an issue, even when we think it has been over come by other means.
To deal with conflicts a TOC tool has been developed called a Conflict Resolution Diagram.
Students will be taught how to use this tool to:
• Reveal the underlying assumption of both parties involved in the conflict
• Examines the cause-and-effect logic of the underlying
assumptions behind a conflict
• Identifies solutions to successfully resolve conflict by
effectively breaking, or invalidating, one or more of the underlying assumptions
• Create solutions where both sides win yet avoid
compromise
2.) What to Change to
Operations / Project Management
Operations Management
Participants will be introduced to TLS management approaches and learn:
• How patients move through the system and encounter constraints and temporary bottlenecks
• The role and the impact of dependent events and fluctuations in a complexed Healthcare system
• An understanding of Drum Buffer Rope (DBR) and how system dynamics can be managed
• An understanding of Critical Chain Project Management as a superior method to schedule and
manage projects and create dramatic improvements in patient scheduling and management
Operations Management in Complexed Multi-project Systems
Participants will be introduced to the TLS/CCPM approach to managing projects:
• How to optimize a system in multi-project environments with Critical Chain
• What methods and approaches to use to optimize and increase quality with a single project
• How to effectively manage patient/project and support equipment flow while increasing quality
Management of Daily Operations
Participants will learn:
• The major causes of hidden and lost capacity
• Why lead times are longer than necessary
• That all systems can be measured in terms of Throughput, Operating Expense and Investment/Inventory
• The basics of managing a system through its constraints
• Examples of one page Throughput Operating Strategies (TOS) for managing systems.
• The four basic system shapes (V, I, A, T) and how to use their natural control points to drive improvements and create stability
• The benefits and a process for integrating TOC, Lean and Six Sigma into a powerful. Improvement methodology
Management in a Multi Project Environment
Participants will be introduced to the Critical Chain Project Management (CCPM) approach and learn how:
• How to complete projects more quickly and reliably even without the aid of software
• The role of software tools in generating even greater improvements
Applying Lesson Learned From Operation
2.) How to Make the Change
The participants will analyze a case study of a military pharmacy and learn how to:
• To quickly and dramatically improve a system
• Create a sustainable process for ongoing improvements
• Use Throughput Rounds to generate active involvement in continual improvement
We Accept
NOTE: All Control Point course registrants are eligible for a 10% discount on any CPI Symposium held throughout the U.S. during 2012.
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