Process Innovation
Bob Davis is an engineer committed to the idea that process innovation reduces cost while improving patient care. We differentiate innovation (designing all aspects of cross functional systems from start to finish for RADICAL gains) from continuous “improvement” which is more incremental. The redesign approach avoids several traps like getting bogged down in minutia or trapped within silos.
We focus on major process groupings which are strategic but not performing well. Any process selected for innovation must be closely aligned to strategic goals and business imperatives. Hospitals typically have 10 to 15 such operational systems; most cross traditional organizational lines.
Clients benefit from creating a desired future state (DFS) model that clarifies both measurable objectives and best practice attributes for the selected process. The DFS model will also define boundaries of scope and identify the context around the process grouping. This preliminary operating vision must be understood and shared by all stakeholders. Looking at ED “efficiency”, for example, without the expectation for better communication, increasing admissions, and attracting repeat business will limit innovation.
Mobilizing systems engineering tools and 45 years of healthcare experience allow guiding client leaders to quantum leaps in systems performance. Process innovation requires creative brainstorming about the design itself by a combination of operating managers, clinicians, functional specialists, and process experts with fresh ideas. Selected systems engineering techniques add objectivity and perspective.
Process redesign requires incorporating information technology to “enable” dramatic gains. Required IT features should be specified throughout design; conversely capabilities of current information systems modules should explored to spur new ideas. Many healthcare software packages (ERP and / or departmental) incorporate best practice capabilities. Sadly, many clients utilize less than half the available functionality. We promote simultaneous exploration in both directions
Implementation planning for prompt ROI should include both an explicit sequence of activities and alignment of organizational and HR levers to reinforce top management expectations and support. Outcomes should yield investment returns within 1 - 2 years (ROI > 5:1 is not uncommon).
Outcome measures should be tracked carefully and early successes celebrated. Top management should be kept posted on achieving milestones on time and briefed on needed mid-course refinements.