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In this workshop, we broadcast live from the 25th Annual IHI Conference in Florida. Dr. John Boulton, IHI Fellow and Rheumatologist, joins the panel to give his insight on using Lean and Simulation methodologies to improve healthcare processes and delivery. The team will discuss recent research on the topic, the benefits of using Simulation in Lean projects, and will also present feedback from delegates at IHI and your chance to put your questions to the panel.
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Process Improvement
Innovation:
Lean and Simulation
Dr. John Boulton: IHI Fellow and Rheumatologist
Claire Cordeaux & Brittany Hagedorn: SIMUL8
SIMUL8 Corporation | SIMUL8.com | [email protected]
Process Improvement
Innovation:
Lean and Simulation
Dr. John Boulton: IHI Fellow and Rheumatologist
Claire Cordeaux & Brittany Hagedorn: SIMUL8
SIMUL8 Corporation | SIMUL8.com | [email protected]
Messages from Research
“Simulation and lean are approaches that
are rarely discussed together, particularly in
the healthcare context. This is surprising
given that they have a similar motivation:
improvement of processes and service
delivery”
Warwick University – Simlean/SLIM simlean.org
SIMUL8 Corporation | SIMUL8.com | [email protected]
What does Simulation add to Lean?
Reflections from SimLean research
participants:
• Dynamic process maps
• What if? scenario tool
• Accelerates understanding
SIMUL8 Corporation | SIMUL8.com | [email protected]
Testing, testing…Live from IHI
Agenda
• Simulations of Lean concepts
• IHI participants’ feedback
• Implications for Simulation
• Reflections from Dr. John Boulton
SIMUL8 Corporation | SIMUL8.com | [email protected]
Lean and Simulation Communities
Why don’t they work together more?
Both improvement methodologies are
powerful change agents – surely we need all
the help we can get to improve healthcare?
SIMUL8 Corporation | SIMUL8.com | [email protected]
Our Hypothesis
• Experts in both domains are passionate
about their own methodology and don’t
look to combine approaches
• We believe that if Simulation is used to
explain Lean concepts, we can bridge this
gap.
• The LeanSIM Toolkit:
– Demonstrates Lean principles
– Allows users to experiment with parameters
and quickly see results
SIMUL8 Corporation | SIMUL8.com | [email protected]
LeanSim – Using Simulation
SIMUL8 Corporation | SIMUL8.com | [email protected]
LeanSim – Demand Smoothing
SIMUL8 Corporation | SIMUL8.com | [email protected]
What does the IHI community think?
• Pictures of people at stand and quotations
“As a teacher of Lean, I often find it difficult to get buy-in on Lean concepts since they are counter-intuitive until you actually live them. This brings them to life.” “I’ve often struggled to use simulations to explain Lean concepts as they are all manufacturing examples. Having healthcare scenarios is so powerful!”
Click to edit Master title style Click to edit Master title style
SIMUL8 Corporation | SIMUL8.com | [email protected]
“Why isn’t every hospital using this?” - Sara Dalo
SIMUL8 Corporation | SIMUL8.com | [email protected]
What we heard at IHI...
• Lean simulations are a really powerful
communication tool.
• Passion of clinicians to continually improve
is alive and well.
• People are busy with day-to-day tasks and
struggle to find time to use the techniques.
• Evidence-based solutions are still needed to
complement cultural change management.
SIMUL8 Corporation | SIMUL8.com | [email protected]
Implications for Lean and Simulation
1. Simulation is a powerful means of engaging
stakeholders and enabling collaboration in
change programs.
2. Educational models are needed to bring Lean
concepts to life.
3. Simulation will help with the IHI challenge for
new patient-centered service models by
demonstrating the impact on resources,
outcomes and costs.
SIMUL8 Corporation | SIMUL8.com | [email protected]
Value Stream Mapping
Identify Improvement Opportunities
Prioritize Projects
Develop Charters
Map Current State
Design Future State
Pilot Future State
Implement Sustain
• Conduct observations.
• Collect data. • Document
value stream statistics.
• Document all barriers, rework, and wait times.
• Estimate the impact and effort for each improvement.
• Combine for prioritization.
• Define process and outcome metrics.
• Establish target (%) for improvement.
• Create a detailed process map.
• Identify potential interventions.
• Develop and document a future state process map.
• Implement the proposed future state on a small scale.
• Identify issues & unexpected effects.
• Modify the future state as needed.
• Conduct training.
• Go live.
• Document standard work and policies & procedures.
• Monitor and sustain improvements.
Simulation and Lean –
Improving Process Improvement
Incorporate variability into VSM.
Understand dependencies.
Set evidence-based targets.
Validate your current state.
Reduce risk.
Gain buy-in.
Visualize improvement
results.
Simulation is a powerful tool, which is even most effective when integrated with the Lean Six Sigma approach. By doing so, we can maximize the impact of our improvement efforts.
SIMUL8 Corporation | SIMUL8.com | [email protected]
About me
• Rheumatologist
• Clinical lead for Quality Improvement
• 2012-13 IHI QI Fellow
– High reliability principles
– System wide flow
• An interest in simulation and modelling
• Twitter: @the_Rheum_doc
SIMUL8 Corporation | SIMUL8.com | [email protected]
What does the IHI community think?
• Pictures of people at stand and quotations
“As a teacher of Lean, I often find it difficult to get buy-in on Lean concepts since they are counter-intuitive until you actually live them. This brings them to life.” “I’ve often struggled to use simulations to explain Lean concepts as they are all manufacturing examples. Having healthcare scenarios is so powerful!”
SIMUL8 Corporation | SIMUL8.com | [email protected]
Click to edit Master title style “Why isn’t every hospital using this?” - Sara Dalo
SIMUL8 Corporation | SIMUL8.com | [email protected]
Hospital Physiology First Edition
SIMUL8 Corporation | SIMUL8.com | [email protected]
The challenge
Processing (T) Utilization (U) Variability (V)
What is acceptable waiting?
0
200
400
600
800
1000
1200
1400
1600
1800
2000
0.50 0.55 0.60 0.65 0.70 0.75 0.80 0.85 0.90 0.95
Wai
tin
g ti
me
in m
inu
tes
Utilization
acceptable wait
High variability
Medium Variability
Low variability
SIMUL8 Corporation | SIMUL8.com | [email protected]
Simple models
SIMUL8 Corporation | SIMUL8.com | [email protected]
Deming’s System of Profound knowledge
• System
• Variation
• Knowledge
• Psychology
Simulation
SIMUL8 Corporation | SIMUL8.com | [email protected]
System
SIMUL8 Corporation | SIMUL8.com | [email protected]
“If I had to reduce my message for management to just a few words, I’d say it all had to do with reducing variation.” W. Edwards Deming
SIMUL8 Corporation | SIMUL8.com | [email protected]
Variation
SIMUL8 Corporation | SIMUL8.com | [email protected]
knowledge
• 10 medical follow-up
slots
• 12 nurse follow-up slots
• Simple model
– Insufficient capacity
within 6 months
• Clinic abandoned after
9 months
SIMUL8 Corporation | SIMUL8.com | [email protected]
Psychology
SIMUL8 Corporation | SIMUL8.com | [email protected]
Psychology
SIMUL8 Corporation | SIMUL8.com | [email protected] Associates in Process Improvement
SIMUL8 Corporation | SIMUL8.com | [email protected]
Simulation and Quality Improvement
• A useful tool
– Enables deeper understanding of systems
– Translates difficult and counterintuitive
concepts
– Virtual PDSA cycles
• Models do not need to be complex
– Simple are often more effective
SIMUL8 Corporation | SIMUL8.com | [email protected]
LeanSim Toolkit
We’d love you to try these models
yourselves and give us your feedback.
To download your own copy link to:
SIMUL8healthcare.com/LeanSIMToolkit