Khalid Sheikh, FACHE
In the ever changing world of regulation and directives, successful healthcare organizations are consistently evolving their strategy to outpace the velocity of change. The nature of these strategies has also evolved over the years from Total Quality Management (TQM) to current approaches like Lean/ Six- sigma and Blue Ocean Thinking. Healthcare Administrators of Tidewater (HCAT) and Central Virginia Healthcare Executives Group (CVHEG) collaborated at an event at the Williamsburg Lodge on April 29, 2017 to address these and related topics given their significance to the healthcare scene. The occasion also included discussion on Rebuilding Public Trust in face of Clinical/ Managerial Errors.
The first presentation of the day started with Kenneth R Deans Jr., VP and COO of Chesapeake Regional healthcare sharing his experience as a C- suite executive in setting the stage for Lean and six-sigma processes at his organization. Kenneth emphasized the importance of culture as a critical component for any organization getting ready to deploy tools like Lean/ Six-sigma in identifying and eliminating waste (non-value added activities). He explained using detailed examples why setting expectations and accountability are a pre-requisite for any successful effectiveness improvement campaign.
This was followed with an address by Adam M. Campbell, Director, Clinical Improvement and Analytics at the Children’s Hospital of The King’s Daughters. Adam, who is also an Assistant Professor in the department of Pediatrics at EVMS brought to focus his work on Lean/ Six-sigma and how any safety/ quality initiative needs to have a frontline focus in addition to leadership buy-in. Adam in his talk laid out the approaches to using “high-reliability principles” and Toyota Production System methods as a means of problem solving and to standardize processes. He was able to share with the gathering examples of effectively using these tools for undertaking substantial projects at CHKD.
The final report of the first session was delivered by Charity Anderson, an experienced Senior Process Improvement Engineer at Sentara Healthcare. Charity included examples of her work at Sentara involving Root Cause Analysis and Process Control as a way of improving performance. The need to define a problem and identifying meaningful measures to track improvement and enable feedback as a critical step in the performance improvement cycle was brought to light in her discourse.
Last but not the least, the second part of the event exposed the participants to real-life case studies from 3 diverse organizations’ and how they tackle the issue of “Rebuilding Public Trust after Clinical and Managerial Errors.” Wes Blankenship, Regional Medical Liaison, Novo Nordisk, Dana Taylor, Director Risk and Patient Safety, Henrico Doctor’s Hospital and Cynthia Taylor, Nurse Manager, VA Medical Experience presented their respective case studies.
The insight shared by the speakers included how healthcare organizations are subject to increasing oversight by public and private entities and how transparency is becoming an expectation of that relationship with our stakeholders. Examples of community relations initiatives, internal process improvements, and internal public relations campaigns, such as responses to patients and families’ questions, press releases, and studying and adjusting safety initiatives were imparted to the audience.
Khalid Sheikh, FACHE
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