Course Description
Beyond Lean: Reducing Costs and Increasing Revenue
How to serve more patients and improve all measures of quality
In an environment filled with technological, regulatory and administrative change – and a pandemic – hospitals and practices must serve significantly more patients while accepting lower reimbursement. It is a “business” model that would not work for most businesses.
Short-term staff reductions and one-time cost savings are not a solution…and reducing quality of patient care is not an option. Fortunately, you can do more with less without sacrificing patient care. The solution lies in a healthcare-specific methodology that leverages the best elements from CQI (Continuous Quality Improvement) Lean, Six Sigma and RPI (Robust Process Improvement).
This workshop will equip you with the tools and techniques you need to better understand your processes and implement lasting solutions.
- Clarify opportunities for improvement and the techniques best suited to the challenges at hand
- Document workflows in a meaningful, usable manner
- Determine when “quick hit” improvements will suffice
- Innovate processes to deliver dramatic breakthroughs in capacity or patient satisfaction
- Leverage improvements to achieve strategic goals
Workshop Outline
The process improvement imperative
- CQI vs. Lean vs. Six Sigma vs. RPI
- MEDIC Methodology
- Problem/opportunity identification
Optimizing the Flow of Services
- Systems Mapping vs. Process Mapping
- Evaluating key relationships across the organization
- Process Mapping overview
- Increasing Efficiency: Waste vs. Value Analysis
- Identifying process measures
Process Improvement & Innovation
- From “As Is” to “Should Be” to “Could Be”
- Cause & Effect analysis
- Evaluating alternatives
- Innovation: The Five Max Method
Strategic Innovation
- What differentiates your organization?
- Value Analysis
- Creative Thinking
- Leveraging processes for strategic advantage
- Kano Model and patient satisfaction
Credits: 14 CPEs / ABPMP
Who Should Attend
Typical attendees from hospitals, medical centers, long term care, rehab / nursing facilities, mid to large size practices include:
- Leader or member of a process or quality improvement team
- Director or manager whose department needs to serve more patients with existing resources
- VP or Director of Operations
- Director of Nursing
- Manager of any specialty care department
- Chief HR Officer or Director of Organizational Development
- VP or Director of Quality
- Lean or Quality professional
- Individuals interested in learning about quality and process improvement
Note / Definitions: Continuous Quality Improvement (CQI) in Health Care is a structured organizational process that involves physicians and other personnel in planning and implementing ongoing proactive improvements in processes of care to provide quality health care outcomes. CQI is used by hospitals to optimize clinical care by reducing variability and reducing costs, to help meet regulatory requirements, and to enhance customer service quality.
Robust Process Improvement® (RPI®) is a set of strategies, tools, methods, and training programs for improving business processes. It is a blended approach that incorporates Lean, Six Sigma, and change management to increase the efficiency of business processes and the quality of our products and services.
RPI is defined as the blend of Lean Six Sigma plus formal change management. Its purpose is to allow hospitals and other health care organizations to take a definitive first step on their road to become a high reliability organization (HRO).
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