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How You Change is the Change!

OACCAC Conference How You Change is the Change! VON Canada Home Care Service Delivery Project Sharon Goodwin, VP Quality & Risk, Chief Practice Executive Lawrence M. Miller, Lean Consultant. How You Change is the Change!. VON Canada recently conducted a thorough review of CCAC service delivery.

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How You Change is the Change!

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  1. OACCAC ConferenceHow You Change is the Change!VON Canada Home Care Service Delivery ProjectSharon Goodwin, VP Quality & Risk, Chief Practice ExecutiveLawrence M. Miller, Lean Consultant How You Change is the Change!

  2. How You Change is the Change! How You Change is the Change! VON Canada recently conducted a thorough review of CCAC service delivery. A major redesign and pilot of our service delivery process occurred. We redesigned how we work internally, and how we interface with our funders and clients. We will explain why we did it, how we did it, and the outcomes to date.

  3. Why did we need to Change? How You Change is the Change! • Our CCACs were expressing their dissatisfaction with our level of service. • Care and service managers for nursing and HSW spent at least half of their time in what they regard as “waste” required to fix errors, miscommunications, and rework in the planning and scheduling process. • This waste results in inadequate clinical supervision, dissatisfaction among care providers, and funder frustration.

  4. The CCACs tell us that they are not satisfied: How You Change is the Change!

  5. In short, this is the problem… How You Change is the Change!

  6. What we heard in Interviews:VON Service Delivery Chain • No person has the authority and control to ensure customer and client needs are met. • Job satisfaction and the ability to improve the work are directly linked to customer and client satisfaction. Unhappy nurses make unhappy clients who make unhappy funders. • Job satisfaction is directly linked to working on a team who can manage a whole process (chair making versus leg making). We were making legs not chairs. How You Change is the Change!

  7. The Root Causes of the Problem How You Change is the Change! • Low job satisfaction that results from both the design of the work and our knowledge of results. • Not a culture of customer/client focused teamwork.

  8. The Solution Had To Include… How You Change is the Change! A seamless core work process that reduces hand-offs, complexity and wasted time. A culture that creates unified teams that present a seamless face to the funder, increases internal teamwork and problem-solving. The Message: An internal and external message that repositions the VON brand: We are ONE TEAM, Continuously Improving to Meet Your Needs.

  9. Why Would We Ever Talk About This in Public? How You Change is the Change! We think delivering client centred care is important. We think there are valuable lessons to be learned from the process. We’ve changed and are changing everyday.

  10. How Did We Change? How You Change is the Change! Let Larry Miller explain the methodology that he introduced to VON.

  11. Lean Management and Culture How You Change is the Change! Lean Management is the elimination of waste, all non-value adding activity. Lean is continuous improvement. Lean is not blaming the people, and fixing the process. Lean is the scientific method of experimentation and studying the data. Lean is respect for people, the “world’s greatest experts” who are on-the-spot.

  12. But, Lean is Not a Change Methodology How You Change is the Change! VON needed a change methodology that looked through the current structure and systems. VON needed to take ownership and develop internal capacity for change. VON needed a change in both process and culture. VON needed it fast.

  13. Types of Change Continuous Improvement Evolutionary Change within an essentially stable system. On-going, small improvements. Generally changes in work process. May be internally focused or customer focused. Generally involves those who directly do the work. This should be the work of every management team. Whole-System Design Revolutionary/re-engineering Rethinking the whole system to create stability. Big and rapid change to create major improvements. Changes in both work system and social system. Must begin and end with the customer/client view. Involve all stakeholders including the customer. This requires the authorization and involvement of senior managers. How You Change is the Change!

  14. Whole-System Design How You Change is the Change! Recognizes the complexity and interdependence of organizational systems. Recognizes the need for alignment of social and technical systems as they impact human behavior. It is efficient in that it reduces friction in the system. “Lean manufacturing” is a whole-system, both technical and social. “Magnet” hospitals are a whole-system.

  15. So, here is what we did… How You Change is the Change!

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