Frontiers of Health Services Management - Spring 2013 - (Page 33)

ports on what changes had been made in real time to address them, and (2) identify problems that might arise in the next 24 hours and implement corrective actions to mitigate them. these experiences support my belief that the authors’ clearly defined processes, procedures, and tools can be implemented anywhere and, if monitored through welldefined metrics on a continuous basis, can create transformational change that will be sustained and even enhanced over time. Rules for the Improvement Journey the following nine rules developed as cHriStUS Health moved along its improvement journey toward transformational change: 1. reach agreement among the board and leadership that an urgent need exists for the organization to transform. 2. Understand the transformational leadership approach—it can be learned. 3. implement one of the proven models of change and continue to use its tools to sustain that change. 4. invite and listen to your physicians’ input. include physicians on your board and management committees, check in with them through annual satisfaction surveys, or ask them to vet evidenced-based clinical protocols. 5. Support lean processes, including value-based purchasing, efforts to reduce unnecessary readmissions, and mechanisms to maintain reasonable labor and supply costs. 6. enhance team participation and teambuilding skills through organizational development training at all levels of the organization. Thomas C. Royer • 33 c o m m e n t A r y in transformational change made a significant difference in the operational outcomes for those we served in cHriStUS Health. this progress was validated by continuous improvement in the agreed-on system metrics for the four Directions to excellence. for example, in 2000, cHriStUS Health’s percentiles routinely measured in the teens or mid-20s. By 2011, the metrics hovered near the 85th percentile, with numerous hospitals and clinics reaching the 98th percentile. numerous regions sustained these high levels of performance for month after month. However, our gains were not all about metrics. When we partnered with the Muguerza facility in Mexico, we recognized that the hospital was providing outstanding quality of care, but we could not validate that quality by any metrics on a continuous basis. as a result of implementing the tools and processes embedded in the cHriStUS Health Journey to excellence, the cHriStUS Muguerza high-specialty hospital became the first hospital in Mexico to receive Joint commission international accreditation. as cHriStUS Health continued to build or acquire new hospitals and clinics in the region, all components of the Journey to excellence were immediately implemented because they had proven successful in creating and sustaining measurable improvements in quality, safety, service, and cost. at Parkland Health & Hospital System, where i served as interim ceo, we decided to accelerate necessary transformation improvements by instituting a daily huddle. each morning—seven days per week—50 key clinical managers met with the senior leadership team in a stand-up meeting to (1) review the challenges encountered over the past 24 hours, with re-

Table of Contents for the Digital Edition of Frontiers of Health Services Management - Spring 2013

Frontiers of Health Services Management - Spring 2013
Contents
Frontiers of Health Services Management - Spring 2013
A Management, Leadership, and Board Road Map to Transforming Care for Patients
Pursuing the Perfect Patient Experience
Adapting to the New Healthcare Market
High Reliability: Truly Achieving Healthcare Quality and Safety
Making Lean Progress Last: Why Sustaining Excellence Requires the Right Leadership Framework

Frontiers of Health Services Management - Spring 2013