11.30.20
bet8网站备用和医疗集团有多种绩效改进(PI)方法可供使用, but many struggle to identify how and where to apply these methods most effectively. 这些组织经常实现一系列PI方法,通过专注于消除浪费和标准化流程来获得操作效率, but with varying degrees of success.
这在一定程度上是因为目前还没有标准的方法来指导医疗保健领导者准确地将其PI工作和资源与组织的迫切需求结合起来. 除了, 在资源有限的情况下,在试图确定最适当的技术或干预措施时,往往会出现困难.
This post explores how leaders can efficiently identify opportunities to apply PI methods, 比如精益, 六西格玛, and Change Management, 因此,他们的应用目标是与提供高质量患者体验相关的高优先级流程.
Identifying Performance Improvement Opportunities
虽然许多PI方法植根于一种管理和运营理念,可以释放价值并支持持续的文化, organization-wide improvement, 重要的是要了解哪些操作领域最适合PI技术,并在文化上为变更做好准备. 应该优先支持PI的部门或过程包括以下要素:
Repeatable Processes with Multiple Occurrences per Day: Many departments execute the same daily 过程es originating from a limited set of inputs. 重复的过程很容易被映射和分析,以确定痛点在哪里, 浪费, and variability exist within a workflow. Mapping a 过程 is the first step in determining what the standard is, 应该是, and could be with a PI effort.
- 例子: Hospital laboratories repeatedly perform the same portfolio of tests on a daily and weekly basis; however, prolonged turnaround times resulting from bottlenecks or 浪费 in the 过程 leave providers, and subsequently patients, frustrated and waiting.
Measurable Inputs and Outputs: 可测量数据的可用性对于评估任何PI工作是否导致操作的改进至关重要. It is equally important to review leading measures, in addition to key outcome indicators, in order to evaluate overall 过程 health.
- 例子: 中央无菌处理部门从PI角度受益,因为它具有高度可测量的过程, receipt of a pick list to sending the case cart to the end user.
Customer Feedback Indicating a Need for Evaluation: 从患者或供应商客户那里收到关于周转时间的一致负面反馈,表明需要评估工作流程的低效性并改进客户bet8娱乐. Feedback regarding undesirable outcomes not related to turnaround time, while sometimes subjective, may also indicate a breakdown in the value-delivering 过程es.
- 例子: Hospital supply chain operations suffering from inefficiencies in logistics, order 过程ing, 订单接收可能会使内部客户感到沮丧,并延迟关键物资和设备到达患者护理区域.
Day-to-Day 操作 Often Feeling “Stretched”: 尽管有正常的数量输入范围,但部门感到不堪重负或紧张可能是受到工作流问题的困扰,例如流程中的瓶颈. This misalignment indicates a need to evaluate the 过程.
- 例子: 药房对大多数处方和订单使用几乎相同的工作流程, but staff can often feel overwhelmed trying to 过程 and dispense a batch of routine orders.
Strong Leadership Buy-In and Openness to Change: 改变长期流程的意愿可能很困难,但在任何由个人利益集团主导的参与中,这是取得成功的必要条件. 变更管理几乎伴随着每一个操作变更,并且由于关键领导的持续和可见的支持而变得更容易.
Building Sustained Value Through Continuous Performance Improvement
Guiding operational leaders and teaching them how to apply significant, 在这些辅助支持领域中,由PI活动产生的持久变化对于逐步建立持续PI的文化至关重要. 改进通常可以帮助系统实现即时收益,但如果没有适当的结构来维持,则会导致收益递减, and even improve upon, efforts over time. Ongoing measurement and accountability are paramount to the sustainability of any improvement. 结果, 过程, 在干预之前和之后都必须确定和建立平衡措施,以了解直接和持续的影响. PI efforts require leadership and staff to become students of their 过程; their understanding and focus on the 过程 is important to sustain and continue the improvement. By teaching operational leaders the tools and techniques to be successful in PI, organizations are able to position themselves for long-term, sustainable impacts.
Several examples of PI tools and techniques are as follows:
- Sort, Straighten, Shine, Standardize, and Sustain (5S): While simple in theory, 5S可以是消除浪费和提高流程效率的重要方法. 这是通过创建视觉上有组织的工作空间来实现的,这样工具或设备就有了一个位置,并始终返回到指定的空间. By doing this, team members do not 浪费 time looking for tools needed to do their job.
- Daily Management System: Daily huddles, Kaizen events, or visual management boards help instill a culture of continuous PI through consistent, visual reinforcement.
- Value Stream Mapping: 创建一个详细说明流程中所有用户步骤的工作流,可以产生对浪费和改进机会的关键见解.
- Standard Work and Visual Management: Standardizing key 过程es step by step, coupled with visual cues and job aids, helps eliminate variability within a 过程 and promotes best practices within a department.
- Rapid Cycle Improvement (Plan-Do-Check-Act [PDCA]): Also known as the Deming cycle, this method details a four-step Lean framework for incremental change, 调整, and implementation.
While this is not an exhaustive list, 这些技术提供了基础,以帮助确保持续的PI在部门结构中根深蒂固,而不是单一的项目或项目集.
Building a Foundation for Sustainable 结果
任何bet8网站备用或医疗集团的PI战略都必须包括一个明确的流程,根据部门和工作流程对PI资源的适用性和对变化的准备程度来评估和优先考虑部门和工作流程. Educating operational leaders to deploy PI tools and techniques, regardless of the chosen philosophy, 在建立持续改进的文化框架的同时,是否会带来短期收益.
心电图 supports performance transformation to maximize opportunity and minimize risk.
联系 our experts.
bet8娱乐脚注
- 1.