Newsletter: Can Changes in Operations Management Improve Patient Care?

Posted on 08/09/2018 by CATALYSIS

EDUCATION EVENTS STORE NETWORKS RESOURCES

The rate of change in the business of healthcare has been extraordinarily fast in the past two decades.

The shift to electronic medical records, mergers that create giant hospital systems, nationwide plans to insure more (or less) people—all of these systemic transformations have been rolled out with promises that healthcare will be improved for all.

Those promises have not been followed by reporting on results. In fact, the claims have raised fundamental questions. Can changes in operations management, driven by healthcare administrators, really improve the care that patients receive from physicians, nurses, and therapists? Can non-medical managers and executives actually affect patient outcomes with management alone?

This is the question we have been trying to answer.

Read the full article in Becker's Hospital Review by Kim Barnas.

Continuous Learning to Support a Culture of Continuous Improvement

We have a full calendar of upcoming workshops; including:

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Lean is Both a Personal and an Organizational Transformation

Our Physician Lean Leader Forum is anchored in the belief that transformation starts with the leader, and that lean is both a personal and an organizational transformation.

The curriculum is a balance of individual work and self-discovery, interpersonal skills practice and team development and support. It is an ongoing network in which physician leaders can learn, share and connect in a safe environment which they are co-creating.

If you are a physician leader (or know one) who is seeking to understand their roles, their scope of influence, and the mindset, skillset and toolset required for successful and sustainable lean transformation, contact Helen Zak for more information.

CHVN Highlight: Medical College of Wisconsin

& Froedtert Health

Catalysis Healthcare Value Network member, Medical College Physicians (MCP), is the adult specialty clinical group of Medical College of Wisconsin that includes 1,750 providers. MCP is partnering with Froedtert Health, which includes 1 academic medical center, 3 community hospitals, and 40 health centers & clinics to improve patient access and spread operating standards throughout the ambulatory clinics.

These organizations set out to strategically improve patient access and standardize care team roles by implementing operating standards across 30 clinics. To accomplish this, they needed to create a framework, process, and infrastructure to support effective spread of Clinic Optimization throughout ambulatory clinics.

They chose an iterative approach where they would develop a "playbook," or a standard to spread learnings, reflect on, and improve the playbook based on what they learned from the previous wave of clinics to implement the operating standards. The playbook includes a project plan, communication plan, facilitation tools, and roles and responsibilities.

Here is an example of the playbook: