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A training system as input to achieve excellent output for patients

Facilitate continuous improvement for patients by i mplementing an educational training system. PROCESS. A training system as input to achieve excellent output for patients. Anton van Lankveld Niki Papadopoulos. First of all.

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A training system as input to achieve excellent output for patients

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  1. Facilitate continuous improvement for patients by implementing an educational training system PROCESS A training system as input to achieve excellent output forpatients Anton van Lankveld Niki Papadopoulos

  2. First of all I declare that there’s no conflict of interest in this presentation Neither for my organization, the Academic Medical Center, Dept. Quality and Process Innovation, Amsterdam, The Netherlands No one has paid me to give this presentation No one has paid me for my advise No one has funded research The International Forum has offered me free registration as a speaker

  3. Agenda What problem did we encounter? Approach to solve this problem Lessons learned at the Academic Medical Center Amsterdam

  4. What is the problem? Achieving excellent results for our patients… PROCESS Problem: broken eggs

  5. The problems we faced … Mostly top-down leadership (not coaching) Fire fighting vs. daily improvement Variety in approach on how to improve continuously Creating self-supporting leaders who put daily improvement into practice took a long time Main question: “How do we get continuous improvement in the DNA of our organization?” Little capacity of facilitators to create self-supporting improvement teams

  6. What is the problem? Achieving excellent results for our patients… Excellent results Excellent processes Training system Management system (routines, behaviour) Daily improvement I want eggs! Right now! How can I help you to lay eggs? PROCESS

  7. Elements of the training system to achieve excellent results for our patients Process / standard work Content Structure

  8. Elements of the training system: Content (1) Skill matrix displays the modules of the training The modules are a translation of the desired behaviour and routines

  9. Elements of the training system: Content (2) Outcome: definition of observable skills and knowledge Process: set of assignments to become self-supporting in module: Acquire knowledge through book/ article / video / joining others Apply knowledge & skills in own environment (at home, in own team) Apply in other team under guidance of a teacher Apply independently Input: books / articles/ video’s etc.

  10. Content: Example module“Problem solving” Knowledge Skills Example • What is A3 problem solving? What is its purpose? When do you use A3? • What are the gains by using A3 problem solving as a method? • What is the structure and content of an A3? • What is the Improvement Kata? What is its purpose? When do you use it? What is the relationship with A3 problem solving? • Be able to ask the right questions for every aspect of an A3, including the selection of the problem • Involve the right employees to analyse and solve the problem • Quantify the results • Involve employees who are not directly involved in the A3 • Learn management which questions to ask to let an employee perform an A3 on a specific problem • Translation of a vision to specific actions Thinking and acting

  11. Content: Example educational planmodule “Problem solving” Example

  12. Elements of the training system: Structure Incidental for specific questions External Lean mentor Lean mentor Board Coaching Extensive skill matrix Division Lean Trainer Lean Coach Department Skill matrix for leaders Skill matrix Lean Coach and -Trainer Team + team leader

  13. Elements of the training system:Process / standard work Daily: working in / with teams Weekly: 1,5 hour coaching sessions Monthly: Evaluate learning objectives 3-monthly: Evaluation and reflection and set learning objectives Yearly: Set learning objectives in alignment with other (team) objectives Source: Mike Rother; Toyota kata

  14. What have we learned (so far) To achieve excellent results for our patients requires training and educating leaders Support is neccesary; this requires capacity To develop self-supporting facilitators requires a systematic training and education method Systematically designing the “input” enables you to learn more about exact relationship between “input” and the desired “output”

  15. More information? Niki Papadopoulos Program manager Lean Academic Medical Center Amsterdam +31 – 20 - 56 66 715 N.E.Papadopoulos@amc.nl www.amc.nl Anton van Lankveld Co-owner De Verbeterpraktijk De Verbeterpraktijk +31 – 6 2857 1310 Anton@deverbeterpraktijk.nl www.deverbeterpraktijk.nl

  16. Questions?

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