We have noted before that Virginia Mason is a learning organization – drawing from a variety of fields and sources to improve patient care. But Virginia Mason is also a teaching organization. Much of the teaching comes through the Virginia Mason Institute. The institute’s goal is to educate and train other health care organizations, including providers, in our management methodology, the Virginia Mason Production System (VMPS).
But our clinicians and administrators also teach annually at the Institute for Healthcare Improvement (IHI) National Forum. Next week, while a number of Virginia Mason team members will be in Orlando learning, a number of others will be teaching. Here is a rundown of their classes from the IHI course catalogue. (And, if you are at IHI next week, please stop by the Virginia Mason Institute booth and say “hi.”)
Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience
It’s time to dispel myths such as the belief that lean and concepts such as standard work are “anti-innovation.” Drawing on the experience of Virginia Mason, as well as general innovation theory and its application, the presenters in this mini-course will describe how lean and innovation can not only coexist in a health care organization, but intertwine to create a powerful approach that deepens and accelerates improvement. Participants will be given concrete examples of how specific innovation and creativity methods can be integrated into Lean implementations.
- Support their organization’s implementation of lean methods through culture change and application of innovation concepts and tools.
- Recognize opportunities to apply creative thinking in a more deliberate way within the context of a chosen improvement approach such as lean.
- Describe how Virginia Mason has integrated innovation and lean to accelerate its quality and safety improvement efforts.
Amy Tufano, faculty, Virginia Mason Institute; Jennifer Phillips, innovation director, Virginia Mason; Lynne Chafetz, senior vice president and general counsel, Virginia Mason; and Paul Plsek, consultant, Paul E. Plsek & Associates, Inc.
Engaging Frontline Staff in Real-time Improvement
Traditional suggestion systems can be ineffective in engaging staff and creating real impact. In this session, participants will hear an organizational case study on equipping frontline leaders with a different approach. Grounded in lean and innovation principles, a staff idea system, and standardized leadership routines, including regular rounding and huddles, this approach enables staff to chip away at the rampant waste in health care. Presenters will describe design elements, examples and critical success factors.
- Discuss the difference between a suggestion system and a lean-influenced idea system.
- Describe daily leadership routines that engage staff in improvement.
- Identify critical success elements when implementing such an approach.
Jennifer Phillips, innovation director, Virginia Mason, and Sharon Mann, RN, director, Emergency Services, Virginia Mason
Improving the Flow of Resident and Hospitalist Work
Hospital teaching rounds are a time-honored tradition and a fundamental aspect of residency training. In most institutions, the basic format of rounds has not changed for decades. In this session, we describe how Virginia Mason improved the work flow of residents and hospitalists by applying the principles of the Virginia Mason Production System. Morning rounds were redesigned to allow residents to complete high-quality and timely patient care one patient at a time.
- Recognize the impact of batched rounding on the clinical operations and education experiences of hospitalists and residents.
- Demonstrate the differences between batch rounding and one-piece flow rounding in their organization.
- Plan a cycle of improvement to reduce batching in their hospital rounds.
Alvin Calderon, MD, director, Internal Medicine Residency Program, Virginia Mason, and Daniel Hanson, MD, hospitalist, Virginia Mason
Engage Physicians to Transform Care
Improvement cannot be embedded into an organization’s culture without the active engagement of physicians. In this mini-course, we will describe a comprehensive model for successful physician engagement, including the role of a new physician-organization compact, and explain how participants’ organizations could adopt it. We will also share relevant perspectives from the ongoing efforts at Virginia Mason to improve care and efficiency through implementation of the Virginia Mason Production System, illuminating the critical role of physicians in this work.
- Describe how urgency, shared vision, change sponsorship, a compact (reciprocal expectations between doctors and their organization), and a comprehensive method facilitate physician engagement in improvement efforts.
- Address the loss of autonomy that often blocks physician engagement.
- Draw lessons from Virginia Mason’s experience that can be applied to their own organization.
Gary S. Kaplan, MD, chairman and CEO, Virginia Mason, and Jack Silversin, President Amicus, Inc.