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Optimizing Our Human Capital Using Lean Theory

Optimizing Our Human Capital Using Lean Theory. Roadmap of Our Discussion. Overview of Our Organization Discussion of Our Previous State Our Lean Journey Path to New Structure Premise & Goals of New Structure Current Successes & Failures. WHC Overview.

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Optimizing Our Human Capital Using Lean Theory

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  1. Optimizing Our Human Capital Using Lean Theory

  2. Roadmap of Our Discussion • Overview of Our Organization • Discussion of Our Previous State • Our Lean Journey • Path to New Structure • Premise & Goals of New Structure • Current Successes & Failures

  3. WHC Overview • 5 Site CHC Offering Medicine, Dentistry, Pharmacy, Mental Health, Limited Radiology • Employ Approximately 175 Employees • Rapid Expansion in Past 10 Years • Added Staff to Existing Structure

  4. Previous Structure

  5. Weaknesses of Former Structure • Span of Control Too Large • Expected Clinic Manager to Be An Expert In All Areas (Dental, Medical, Billing, etc.) • Job Was Emotionally Exhausting Position with Little Pay • Systemic Weaknesses Due to Lack of Standardization • Hard to Hold Employees Accountable To Unknown Standard • Lack of Standardization Had Financial Impact to Organization

  6. Our Lean Journey • Began 2 Years Ago After IHI Conference • Initially Conducted Process Mapping Exercise • Successful, Yet Only a Few Had Formal Training. • Recognized Need for Additional Training • Participated in KPCA Events • Lean Overview, Standardized Work, Problem Solving

  7. Our Path to a New Structure • Core Lean Nerd Group Developed • Two Resignations During Maternity Leave • Reached Breaking Point • Proposed New Structure to Executive Team • Began Implementation by Reassigning Existing Management Staff • Interviewed Existing Staff for Team Leader Positions • Held Training Retreat

  8. Premises of New Structure

  9. Goals Of New Structure – Team Member Level • 1:3-5 Span of Control • Standardization of Processes by Team Members Completing the Job • Improve Job Security for Team Members by Providing a More Clearly Defined Set of Expectations • Create a Culture That Encourages Identification of Errors/Systems Needing Improvement • Create a Culture Where an Action Plan Doesn’t Mean You’re Getting Fired on Friday

  10. Goals Of New Structure – Management Level • Improve Recruitment Process Through Seeking More Specific Type of Person • Increase Staff Retention by Increasing Salaries Associated with SLM Position (which replaced Clinic Manager job) & Focusing Knowledge Base • Increase Ability to Make Decisions Based on Data

  11. Current Successes & Failures • Significant Productivity Increases • Resolutions to Problems Improved • IT Added to Operations Team • Training on Resolution Occurs in Timely Way • Focus on Service – Internally & Externally • Employees Appreciate When Standard Developed – Communication Weaknesses Highlighted • Ability to Make Business Case Improved Through Data • Morale Has Taken a Hit During Transition • “Someone Always Watching Us” • “What Was Wrong Before”

  12. Conclusion • Renewal Such as This Is a Long Path • Expect Results to Come Over Long-Term If We Stay Invested

  13. Questions? Contact Information Stephanie Courtright Moore, MPA, CMPE Chief Operating Officer White House Clinics stephanie.moore@whitehouseclinics.com 859.626.7700 x 1032

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