Building Skills for a Lean Culture in Healthcare Part 1 Developing a Lean Culture...

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Transcript of Building Skills for a Lean Culture in Healthcare Part 1 Developing a Lean Culture...

  • © HTS3 2015 | Page 1

    Building Leaders – Transforming Hospitals – Improving Care

    Building Skills for a Lean Culture in

    Healthcare – Part 1

  • © HTS3 2015 | Page 2

    Faith M Jones, MSN, RN, NEA-BC

    Director of Care Coordination and Lean Consulting

    Faith Jones began her healthcare career in the US Navy over 30 years ago. She has worked in a variety of roles in clinical practice, education, management, administration, consulting, and healthcare compliance. Her knowledge and experience spans various settings including ambulance, clinics, hospitals, home care,

    and long term care. In her leadership roles she has been responsible for operational leadership for all clinical functions including multiple nursing specialties, pharmacy, laboratory, imaging, nutrition, therapies, as well as administrative functions related to quality management, case management, medical staff credentialing, staff education, and corporate compliance.

    Sara Stanton Vice President, Business Development

    Sara Stanton is responsible for marketing and business growth for both new and existing clients. She is a business development leader with over 15 years of experience in healthcare strategy, consulting, data analytics, and patient communications. Sara has worked with large provider organizations, community hospitals, regional health systems, national ASCs and specialty providers, and the largest IDN’s in the nation. This experience and exposure has given her a broad understanding of the American healthcare market and the initiatives, challenges, and mandates that hospital executives are facing. Stanton earned a BA in

    Communication Studies from Baylor University.

  • © HTS3 2015 | Page 3

    45 Years of Delivering Superior Results

    Strategy – Solutions – Support

  • © HTS3 2015 | Page 4

    • Turnaround

    Strategy

    • Financial

    • Operations

    • Corporate

    Compliance

    • Board

    Development

    •Regulatory Compliance and Accreditation Preparation

    • Lean Process Improvement

    •CHNA

    • Gaffey Revenue Cycle Management

    • CrossTX Population Health Platform

    • Optimum Productivity

    • Execuitve Recruiting

    • Interim Executive Placements

    • Mid-level and Specialty Placements

    Formerly known as Brim

    Healthcare we have a

    45 year track record of

    delivering superior

    clinical & operating

    results for our clients.

    We believe that the combination of People, Process & Technology transforms healthcare & provides the required

    results

    Our Company

    Our Executive Team

    has experience in

    managing hospitals

    from multi-billion $

    healthcare systems to

    community hospitals

    Our Team Our Mission

    Management Placement Consulting Technology

    Strategy – Solutions – Support

  • © HTS3 2015 | Page 5

    Opex Categories

    %

    Revenue Cumulative

    Salaries and Wages 41%

    Fringe Benefits 10%

    Contract Labor 2%

    Total Labor Expense 53% 53%

    Supply Expense 14% 67%

    Purchased Services 9% 76%

    Physicians Fees 4% 80%

    * Data from HealthTechS3 Comparative Financial Benchmark Database

    80% of Hospital Operating Expenses Fall into 4 Categories

     Executive Search  Productivity

    Management

    Software

     Benchmarking

     Lean Projects

     GPO Services

     Cost Benchmarking

     Lean SC Consulting

     GPO Services

     PPM Consulting

     Physician Comp

    Consulting

    Increasing Efficiency/Reducing Waste Our Mission

    Management Placement Consulting Technology

  • © HTS3 2015 | Page 6

    HealthTechS3 is a trusted partner our hospitals. We are fair, honest, professional, and provide ongoing support. Integrity

    HealthTechS3 has been around for 45 years and successfully navigated many hospitals through an ever changing healthcare market. Longevity

    HealthTechS3 knows how to work with community hospitals and health systems to best leverage their assets and resources to serve their market and maintain independence.

    Market

    HealthTechS3 is flexible and affordable relative to many large national consulting firms who focus on strategic work and ideas rather than implementation and impact.

    Value

    HealthTechS3 is an award winning healthcare services company. We are a renowned management company with award winning hospitals, health systems and physician practices with CEOs of long tenure.

    Performance

    HealthTechS3 only has consultants with deep experience; Consultants are

    former hospital leaders and executives, clinical resources are best in the industry.

    Expertise

    Who we are and what drives us?

  • © HTS3 2015 | Page 7

    • HealthTechS3 – currently provides hospital management,

    consulting, turnaround, supply chain management, and

    professional and physician recruitment services to:

    – More than 50 hospitals and health systems

    nationwide

    – Community hospitals, Critical Access hospitals,

    district hospitals, non-profit hospitals

    – Most operate physician clinics

    – Net Revenue between $20M and $400M

    – Business Partner Illinois Critical Access Hospital

    Network (ICAHN)

    – Preferred vendor with California Critical Access

    Hospital Network and Texas Organization of

    Rural and Community Hospitals

    A Nationwide Client Base Management

  • © HTS3 2015 | Page 8

    January 2015 Becker’s 50 Rural CEOs to Know • Nicole Clapp, Grant Regional Health Center

    • John Gallagher, Sunnyside Community Hospital

    • Chandler Ralph, Adirondack Health

    • Phil Stuart, Tomah Memorial Hospital

    April 2015 HealthStrong Top 100 Hospitals (iVantage Health Analytics)

    • Barrett Hospital & Healthcare

    • Carlinville Area Hospital

    • Grant Regional Health Center

    • Hammond-Henry Hospital

    • Hillsboro Area Hospital

    • Tomah Memorial Hospital

    May 2015 Becker’s Top Hospitals for Physician Communication (scored 92% or higher) • Spooner Health System – score 94%

    • Tri Valley Health System – score 93%

    • Grant Regional Health Center - score 92%

    June 2015 Becker’s 100 Great Community Hospitals • Adirondack Health

    • Grant Regional Health Center

    • Hammond-Henry Hospital 

    June 2015 Top 100 Critical Access Hospitals (iVantage Health Analytics)

    • Barrett Hospital & Healthcare

    • Hillsboro Area Hospital

    • Tomah Memorial Hospital

    July 2015 Most Wired Hospitals – Small & Rural (published H&HN magazine)

    • Hammond-Henry Hospital

    • Sunnyside Community Hospital

    September 2015 Becker’s 50 CAH CEOs to Know • Nicole Clapp, Grant Regional Health Center

    • Florence Spyrow, Hammond-Henry Hospital

    • Ken Westman, Barrett Memorial Hospital

    Client Recognition and Awards Management

  • © HTS3 2015 | Page 9

    Strategy

    Growth Strategy Market Positioning

    Network Collaboration and Development

    Physician Relations and Integration

    Turnaround Strategy Financial and Operational

    Restructuring

    Risk Advisory

    Creditor Consultancy

    Transaction Advisory Merger Integration

    Deal Structuring

    Contract Analysis and Negotiations

    ACO Transition Analysis

    Payment Strategy Transitions

    Financial Modeling

    Capital Sourcing

    Operations

    Financial Budgeting/Financial

    Planning

    Capital Programs

    Supply Chain

    Labor Productivity

    Managed Care Negotiations

    Risk Advisory

    Revenue Cycle

    Business Office Consolidation

    Clinical Documentation and Coding Reviews

    Operations Lean Workflow Analysis and

    Redesign

    Patient Access, Throughput, Level of Care

    Corporate Compliance

    Clinical & Quality

    Quality Improvement Quality Program Development

    Clinical Process Redesign

    Care and case Management Process

    Benchmarking and Reporting

    Regulatory Compliance and Accreditation Preparation

    Survey Readiness

    Plans of Correction

    Public Reporting of Quality and safety Indicators

    Evidence Bases care

    Population Health Management

    Care Coordination

    Transitional Care Management

    Governance &

    Leadership

    Board Advisory Education

    Retreats

    Hospital Governance Management

    Licensing Advisory Services

    Regulatory Strategy Development

    Annual Report Preparation

    Expert Led Solutions Consulting

  • © HTS3 2015 | Page 10

    Developing a Lean Culture

    “I can't overstate the value [lean] is providing. It not only be