Optum's Model Of Health Care Innovation

In healthcare, throughput refers to the ED process that impacts patient flow (Jarousse 2011). Process and flow began to be scrutinized for opportunities to improve the overcrowding by becoming more efficient. Due to this new process focus, throughput was born. This is also the point where lean flow or lean thinking became prevalent into healthcare from a manufacturing stand point to improve throughput. Lean principles revolve around removing non value added steps and standardizing work flow and processes. When applied aggressively hospital wide, lean principles can have a dramatic effect on productivity, cost, and quality. Numerous books concerning lean healthcare have been published in recent years (Crane & Noon 2011).

The question can be argued that why isn’t the approach of running a quality improvement-focused business with the aid of automated process systems being applied to all health care delivery

Training Topic: The training topic purposed is, leader standard work, which is a lean tool that helps leaders to identify what is value-add and non-value-add in their work. Once a leader can identify what is non-value add, they begin to reduce the time spent completing these tasks and spend more time coaching their employees to problem solve and improve patient care. In lean value is determined by what the customer is willing to pay for. Consequently, in healthcare, the customer is the patient. Users of this tool do not have to be formal leaders within the organization, but the intent is to enable individuals to manage their daily, weekly, bi-weekly, and monthly activities strategically and to eliminate the the non-value add activities.

  (a) Cuts in Medicare. The elderly on Medicare will see their benefits changed dramatically. The biggest item being used to pay for the new program is more than $500 billion in cuts to the Medicare program at a time when 72 million baby boomers become eligible for it in the next decade. The second biggest move to pay for this is by raising and expanding the Medicare tax.

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

[20] cited (Miller, D., et. al., 2005).”“Adoption of Lean management strategies while not a simple task can help healthcare organizations improve processes and outcomes, reduce cost, and increase satisfaction among patients, providers and staff” . Balle [5] states that: “the adoption of lean in healthcare is very young it started in the late 90s but started to gain a little bit of momentum in the last decade and now in this decade many health organisations are looking at lean principles since it has been proven to be very successful in many cases around the world”.

Healthcare organizations aspiring to achieve the Triple Aim must create a model that will work for their organization and the populations they serve. In the case study, all three organizations took diverse approaches to conquer Triple Aim objectives. The IHI is working closely with pilot organizations to create a basic model that is transferrable to all healthcare organizations. Until a model is created, the IHI recommends a change process that includes the following four guiding principles: identification of target populations; definition of system aims and measures; development of a portfolio of project work that is sufficiently strong to move system-level results, and rapid testing and scale up that is adapted to local needs and

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

In today’s health care organizations, Continuous Quality Improvement is a structured organizational process created to improve the quality of health care. The CQI system uses data collected to make positive changes and to recognize trends even before a problem exist. I had the opportunity to administer a “one on one” interview with one of University Medical Center‘s Epic Application Coordinators. Debra Lewis is Senior Analyst whose job entails building systems or designs in the Electronic Medical Record (EMR) department for end users. The Health Information and Compliance Departments are her clients within the hospital. Debra usually deals with the Health Information Modular (HIM) to create applications request which consist of release of information and identity, deficiency tracking, and hospital coding. If the client recognized that the current application needs improvement to be more efficient, they can send a request to see if a system can be built to a specific model for a particular provision. Her educational training has enabled her to perform at an advanced level throughout her professional career. Debra received her A.A.S degree in Health Information Technology, a Bachelors and M.B.A. in Business Administration, and also received credentialing as a Registered Health Information Administrator (RHIA). With over 25 years of healthcare experience, she is no stranger to Continuous Quality

To facilitate quality improvement initiatives in Ontario, Health Quality Ontario (HQO) has developed a comprehensive Quality Improvement Framework (2013) that brings together several QI science models and methodologies including the Model for Improvement, as well as traditional manufacturing quality improvement methods such as Lean and Six Sigma. Health Quality Ontario grounded their framework in Deming’s System of Profound Knowledge to ensure that the suggested processes could be applied to any quality improvement initiative, in any health care sector. Health Quality Ontario’s QI Framework consists of six phases. Each of the phases is iterative and designed to build on knowledge gained in the previous phase. The phases are:

We recently finished a campaign to save $10,000,000. My current responsibilities include another campaign to save additional $20,000,000 for 2016 and a program to increase Utilization Management (UM). Our goals for the UM is to balance patient care, risk, and cost across the organization. It is an interdisciplinary and cross functional approach. I am leading a team to empower the c-level executives, hospital administrations, and medical professionals to effectively

The day-to-day operations within a healthcare facility are crucial to its success. The operation manager must stay focused on the delivery of state-of-the-art healthcare while looking to improve future technology at the facility. This entails not only equipment and technology but also assuring that state mandated regulations are closely followed. The operations manager can often be the difference between a well-maintained and operated hospital/clinic or a chaotic environment where the quality of patient care suffers. Clearly the stakes in any merger or acquisition are high when bringing two different cultures together under the same roof but when done properly it will form a collaborative, high-performance new company. The decisions made during this time about people, process, technology, and the organization will have a long-term impact, for better or worse. Therefore, it is vital to develop a detailed integration plan to ensure these decisions are taken with a long-term view.

Why learn from them? – New Hanover has implemented a full lean operating / management system and credit the approach with driving improvements in major health system outcomes. This is an example of an organization that used lean to drive outcomes successfully.

Healthcare providers strive to improve service quality by implementing various quality management programs. Customers tend to seek for higher quality of care when choosing treatments, providers, and health plans. For healthcare organizations that desire to provide high quality care and compete in the global market, choosing a quality management program to implement is critical for performance and efficiency. Many studies have been conducted to analyze the effectiveness of such programs. Lean, Six Sigma and Total Quality Management (TQM) are three programs that will reviewed by three different case studies in efforts to understand them and to compare and contrast their capabilities.

Disruptive innovation process is for all businesses and in health care it is proved to be the most useful innovation because it helped in making healthcare available for all and affordable for all. The well design model of business administration used by big industries to cut down the cost and making the expensive technological services and goods available to mass is called "Disruptive Innovation''. This process used in health care has changed the affordability and make it accessible to all general people.