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Process

Our clients engage us to help them win against: Clinical and customer service quality issues; Waste and inefficiency; Departmental silos and lack of accountability; Powerlessness to create real and permanent change; Physician dissatisfaction and a sense of Apathy.

The Hospital Focus 5 methodology addresses these issues through

  • A unique, focused, systematic, written plan developed by Hospital leaders with our active participation and guidance.
  • Involvement of ALL employees in your organization and customer service improvement such that outcomes improvement becomes part of their everyday job.
  • Top-down, cross-organizational teams focused on strategically important issues AND bottom-up departmentally based teams focused on improvements in their work areas.
  • Utilization of trained Process Facilitators to make sure the process itself succeeds.
  • Facts and Measures to establish baselines and evaluate success.
  • A proven, experience-based approach to defining and then managing the hospital culture towards ownership, accountability and pride.
Together we will move your entire organization from Discovery to Design to Deployment of a unique approach to instill your new way of doing business.
We’ll start with a detailed assessment of where you are today and then, in conjunction with your executive leadership, build a comprehensive plan for tomorrow.
We can assure you that the work required for you to create this plan is both difficult and rewarding. To make the most of your opportunities, you must set goals that challenge you as individuals and as an organization. You must be inclusive and involve a number of people throughout the hospital community. The starting point is to assess and discover where you are today.

This approach includes many work sessions that are roll-up-the-sleeves meetings to discuss, modify and shape the process as it proceeds. Our role is to direct and guide the process, perform analysis together with the hospital leadership and incorporate our experience from other situations.
This interactive and iterative planning process will require more participation, thought and work by senior executives, physicians and front-line employees than may have been expended in past planning efforts. However, the benefits are significant. This more intense process not only provides greater confidence in the final outcome, but it shortens the time necessary to actually develop planned changes. This methodology is also flexible. The final product is therefore guided and shaped by the interactive process with answers not pre-determined at the outset.

Deployment

The work only begins with the plan however. Making it real, operational and deployed across the organization requires focus, strong leadership and internal and external consultants as catalysts for change.

The Hospital Focus 5 methodology is based upon five key factors that lead to long lasting success in organizational change and improvement. These factors are:
  1. Plan, deploy and manage simultaneously from the Top Down and the Bottom Up.
  2. Utilize trained Process Facilitators.
  3. Involve all staff on all shifts.
  4. Be data driven.
  5. Focus on the customer.
The following are more detailed descriptions of these factors:

Let's connect the dots...



Dot #1 All Employees are involved. In many industries, teams of employees are brought together from time to time to help find solutions to specific problems.  In the Hospital Focus 5 approach, every employee becomes a member of a departmentally based Work Group that meets monthly to brainstorm opportunities for improvement, prioritize those opportunities and then form project teams to develop solutions. All of the brains of the organization are focused on key issues and staff begin thinking more like owners.



Dot #2 Top Down & Bottom Up.  Some organizations rely on top leadership to select cross-organizational, strategic projects for staff to work on.  Other organizations want employees to review, map and improve work processes in their own areas.  Hospital Focus 5 has found that both approaches are required to achieve breakthrough results.  Action Groups, chartered by senior leaders, tackle major, organization-wide strategic issues while departmentally based Work Groups take on projects in their areas.



Dot #3 Facilitator Guided.  Most people are familiar with the idea of a meeting facilitator.  Hospital Focus 5 uses hospital-employed, management level, internal consultants whose job it is to assure that the change process is established and flourishes over time - they are called facilitators.  Facilitators coach managers and front line employees, helping both groups develop and refine leadership skills.  Using just-in-time training methods they teach change and improvement principles, problem solving techniques and the use of specific improvement tools.  They utilize coaching skills to help people through the basics of planning agendas, obtaining the right data and making presentations.  In the long run the role evolves into that of a data guru with a view of the whole picture - knowing where the organization is at present and where it's headed in the future.  To do this they must continue to review the information gathering of departmental Work Groups, assist with Action Groups and measure the progress of change itself. Much of what facilitators do happens behind the scenes and in a short time they know more about what's happening throughout the organization than anyone else.

Facilitators have another specialized job duty - they must manage, coach, teach and change up to the top leaders in the organization.  They must find ways to demonstrate current and future success, the need for patience, for leadership, for action, to help leaders grow and develop.  This is one of the key reasons that the skill set required is light on technical skills that can be acquired on an as needed basis and heavy on personal skills like trust, fortitude and balance.  This is also why the selection of candidates to fill these positions is so critical to the overall success of the process.



Dot #4 Data Driven.  Along with using all of the brains available, the entire organization must base decisions on quantitative data, on facts.  This requires data systems that provide the necessary information for decision making, process improvement and measurement of results.



Dot #5 Customer Focused.  Every employee at every level has internal and/or external customers.  All customers have requirements.  The best way to understand these requirements is through frequent and direct communications and feedback.  Every department and every employee must meet or exceed their customer's expectations.

The Focus 5 approach transforms the existing “monthly department meeting” structure into functionally-oriented Work Groups – or creates them in areas where the most recent monthly meeting may be beyond memory! We train the Work Group leaders in how to form and get the most out of their groups, and how to best use their assigned Process Facilitator. After a “ramp up” of the first three to four meetings to learn group dynamics and interaction skills, we guide each Work Group into the identification of its major customer groups, and development of appropriate performance indicators and benchmarks related to quality outcomes. By first training and then expecting each and every employee to actively contribute – and by working with senior leadership to provide reinforcement for newly learned positive behaviors – the process becomes one in which each Work Group becomes a rich source for both detailed improvements to work steps, to larger overall enhancements to major customer processes.

Furthermore, we train each Work Group leader and Process Facilitator in the science of documenting and tracking the ideas generated by the groups, in order to quantify benefits to the organization as a whole.
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