Process Excellence

Bonnie Tsang, Director

Process Excellence: Empowering innovation in every person, every day  

Stanford Medicine Process Excellence advances the School of Medicine’s transition to a continuous improvement organization by working with teams to discover how to improve the quality and value of our administrative operations.

Our mission is to empower innovation in every person, every day. 

FEATURE STORY

Child Health Research Institute's (CHRI) 90-day report-out

Stanford Medicine’s Child Health Research Institute (CHRI) has completed its 90-day report-out with groundbreaking results!  Mary Chen, Assistant Dean, Maternal Child Health Research, and Mike Propst, Associate Chair, Finance and Administration, who attended the report-out among other Peds staff learned about CHRI’s most impactful finding: the importance of implementing a better process for capturing time effort.

    May Zepeda, Clinical Research Manager and launch leader, outlined  More  challenges and solutions for recording time tracking efforts.  A challenge was the amount of data entry time clinical research coordinators (CRC) enabled on-time invoicing for PIs.

    CHRI simplified their logging procedures by more than 50% while creating consistencies in the way CRCs input their time; created an FAQ document to get end users involved; reached 100% increase in tracking submissions and eliminated the need for administrative reminders.  Overall, a 50% reduction in median time spent is a tremendous accomplishment!  Now CHRI has a roadmap to accurately estimate their CRCs time spent and allocate time and efforts appropriately.

    In reducing data entry time, the team increased accuracy and timeliness of entries, while also enabling on-time invoicing for PIs.  As part of the same action, the improved entry quality afforded better data to support improving the clinical trial budgeting tool in the future.

    With that, as the process was developing, the team was able to adjust goals as needed and build an even stronger bond. Way to go CHRI!  

 

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Metricizing with Process Excellence

Come Metricize with Francesca Heinzmann, Process Excellence Manager!  What is Metricize, you ask?  The workshop series formally called Race to Eight, Metricize is a metrics based workshop that help teams advance to meet all eight Lean foundational elements.  The eight foundational elements involve measurable goals under our Four Key Systems: Strategy Deployment, Visual Management, Daily Improvement, and Standard Follow-up.  Together, these systems and subsystems create a culture of daily team-based problem-solving, which is our ultimate goal.  Metricize creates an environment that taps into the passion, creativity, and commitment of our teams. 

           These workshops, which focus on goal setting,  More idea generation, and reflection are catered to teams who want more hands on experience in deploying the foundational elements.  For instance, daily kaizen is an approach to develop teams by practicing regular habits to create and implement improvements in our daily work.  “If teams are struggling to get over a hump, daily kaizen can be a solution,” Francesca explains.  Race to Eight is not siloed, departments have an opportunity to work and share with different teams, which creates a collaborative and rich experience.

           “Having gone through two of the three classes, my team and I were left feeling energized which also helped us focus on our own metrics.  These sessions challenged us in a way that made us think about our own improvements- to our visual board especially”, shared Archna Mehta, Controller.  “The focus skills training permitted dedicated time, which we would not have otherwise given thought to with our busy day-to-day,” expressed Margey Corbett, Manager, RMGRace to Eight is a challenging but helpful series, allowing teams to work through obstacles and facilitate discussions of impactful results and solutions.  If you are in need of invigorating daily improvements, please email us: processexcellence@stanford.edu for more information. 

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Upcoming Workshops

Introduction to Process Excellence: Improvement principles and the Four Key Systems

Date: October 15, 2018 – 2:00PM-3:15PM

Location: 3172 Porter Drive CR2301

During this interactive session, you will learn:

-The principles behind Lean process improvement and how we are applying them at the School of Medicine.

-The 4 Key Systems: How strategy deployment, visual management, daily kaizen and standard follow-up come together to create a culture of daily improvement

-Implementation Roadmap: Overview of the steps a team takes from the launch process through maturing their management system

Click here to register

 

Speed Scope Workshop

Date: October 15, 2018 – 3:30PM-4:30PM

Location: 3172 Porter Drive CR2301

Have an improvement opportunity but not sure how to start? During this hands-on workshop, you will:

-Lean how to your team started on an improvement opportunity through a Launch

-Learn what happens during and after a Launch 

-Leave with a completed Launch scope draft

Click here to register

share with us

Do you have an improvement story or an idea that you or your team implemented? What are some of the big wins? Who did this impact? We want to feature your story here- email us

Coming up

Oct 8-9: Lean Healthcare Academic Conference 

Oct 15: Introduction to Process Excellence: Improvement Principles and the Four Key Systems (Sign up here

Oct 15: Speed Scope Workshop (Sign up here)

 

 

Interested in a Launch?

I’m interested in using the launch process to help my team solve a problem.

Step 1: Are you a member of the Stanford School of Medicine?

Step 2: Start with a problem facing your team. Typically, this would be an area in where there is a gap between expectations and results.

Step 3: Discuss with your manager or leader, and contact us to determine if this would be a fit for a launch—usually a three-day event that focuses your team and customers on targeted improvements.

Step 4: We will work with your Team Leads/Managers to produce a scope document that sets goals aimed at significantly reducing your gap. The launch would then be scheduled, team members would be named, and facilitators and resources would be secured.

Step 5: The launch itself is attended by your team and a team leader; all participants collaboratively map the current and desired/future processes, along with issues and ideas for improvement. The final day includes a report out to your sponsors.

Step 6: After the launch, there are 30, 60, and 90-day report outs.