Creating learning environment by Siriraj KM Strategy

Integrate KM in daily work “Vision” Visible knowledge

( t )

• Professional multidisciplinary teams

• Quality document system: Policy/ SP/WISystematic evaluation

(persons, assets)

Link• Knowledge assets: textbook, publication

• Website, intranet

for CQI, creatingInnovation/R2R, new knowledge

Best practice,• Management review: RM, KPI & benchmark, CQI

• Self assessment : Internal survey

l di i

KM tools • CoP• ST, SST : Quality conference

p ,new knowledge

• External accreditation

Learn Share

Quality conference,QD, R2R, KM, Lean activities

• Mentor• Training

Tool for HRD tocreate & translate K.

in routine work

Empowerment evaluation

• Training

Unit

Recognition & Reward : Star Award

Innovation

Person

Pride & Happiness

Creating learning environment : QD sharing & communication

f

Link

KM process

Examples of KM activities

Learn Share

Siriraj KM Strategy

QD , KM, R2R Website

Monthly Quality Conference : integrate QD tools,

QD monthly bulletinshow & share the success, value the teams

Quality Document System

Community of Practice : CoP

- Registry of QD documents- Applicable to all standards : HA, JCIA, ISO, GMP

Quality Document System

- Easily accessible (intranet) - Reviewed every 3 year

Quality Fair Medication Safety Camp

Creating learning environment : Siriraj KM strategy Examples of

KM activities

Critical Patient Transfer Systemหอผูปวย/ หนวยตรวจตามเปลเพื่อนําสงผูปวย**

เจาหนาที่เคลื่อนยายผูปวยแจงศูนยเฟองฟา (โทร.7272) เพื่อล็อค้

To develop & implement CPG/guideline Management of severe sepsis/septic shock

in adult patients

เจาหนาที่เคลื่อนยายผูปวยพรอมเจาหนาที่ รปภ.นําเปลขึน้ไปรับผูปวยที่หนวยตรวจ/หอผูปวย (หนวยสง) (ขาขึ้นไปรับผูปวยจาก

หนวยตรวจ/หอผูปวย)

ลิฟท ทั้งหนวยสงและหนวยรับin adult patients

เจาหนาที่ รปภ. ลอ็คลิฟทรอทีมดูแลผูปวยเคลื่อนยายผูปวย โดยไมหยุดลิฟทหรือจอดระหวางชั้นกรณีตองขึ้นลิฟทไปยังหนวยงานปลายทาง รปภ.ตนทางวิทยุแจงศูนยเฟองฟาใหแจงเจาหนาที่ รปภ.ปลายทางเพื่อล็อคลฟิท

(ขาลงจากรับผูปวยแลว)

C P d lเจาหนาที่ รปภ.ของตึกหนวยตรวจ/หอผูปวย (หนวยรับ) ล็อคลิฟทรอ และขึ้นไปสงผูปวย โดยไมหยุดลิฟท หรือจอดระหวางชั้น (ขาขึ้นไปสงผูปวย)

(ขาขึ้นไปสงผูปวยไปหนวยตรวจ/หอผูปวย)

CoP model

Siriraj Sepsis CPG is adopted as The National Guideline

Learning organization index survey

Target 4 5/5 in 2013Target 4.5/5 in 2013

2008

2010

Pride & Impression

Thailand ICT Excellence Awards 2009 ; Project of the Year: Knowledge Management Project

“Empowering Knowledge Management by ICT developmentEmpowering Knowledge Management by ICT development in Faculty of Medicine Siriraj Hospital”

Being recognized as 1 of 34 MAKE finalists by Asian leaders for creating organizationalAsian leaders for creating organizational

intellectual capital and value to their shareholder/stakeholder by transforming

new/existing enterprise knowledge into superior 2010 Asian Most Admired Knowledge

Enterprises (MAKE) Finalists product/services/solutions

The only one healthcare provider in Asia (78 organizations) & only one organization in Thailand, being nominated by senior executive & leading KM experts

Develop excellence specific disease care team

Develop multidisciplnary specialist careteams and use clinical tracer as a tool to improve patient care quality p p q yto excellence

Develop CPG, guideline, caremap : eg. severe sepsis, Acute MI, Acute pain, etc.Develop competent staffs & training programDevelop competent staffs & training programCQI (Lean) & Benchmarking → better outcome, good/ best practice in clinical, service & management qualityCreate innovation & R2RCreate innovation & R2R Create networking

KM Tool

JCI disease specific certification : Breast cancer, Liver transplantation (in the process)

Developing areas of excellence in specific disease

Using clinical tracer & JCI Clinical Care Programas a tool to improve patient care quality to excellence

Acute Stroke

p p q yby multidisciplinary specialist careteams

KM tools

GI Endoscopy Center

Hybrid TheaterOrgan Transplant

The Heart by Siriraj

Acute Stroke

NeurologistRadiologistNeurosurgeonN

Area of ExcellencesArea of Excellences

y jNurseRehabilitation

Breast FeedingLASIK Center

SIRIRAJ TONGUE-TIE SCORE (STT SCORE)

Tongue Frenulum

Nipple

Function

sensation Tongue atareola

Tongue atnipple

NoLatch on

mild3

moderate2

severe1

protraction

3retraction

2inversion

1

4 2 0

Acute MI IMAGING CENTER Sleep Center Maternal Fetal Medicine

Skin Laser Center

Integrating Lean concept to common QD to increase value in daily work

In June 2008, Siriraj Hospital was invited by APO to join “Demonstration Project for the Implication of Lean Thinking in Healthcare”

Policy : Lean Hospital by integrating Lean concept to common QD in dialy workCore team : UM team as Lean trainers & consultantsCore team : UM team as Lean trainers & consultants

Lean Faculty PolicyNational Lean Training Course

Ed ti t i iSharing the results & success, value the team

KM tools

National Lean Training Course Lean R2R Learning Center (in process)

Before

Educating, training & Lean clinic

g ,: Q.conference, Siriraj Lean Day

After

Integrate Lean concept to common QD to increase value in daily work

The goal of Lean concept is clear to get rid of waste and createThe goal of Lean concept is clear, to get rid of waste and create value to customers, stakeholder and staffs which is similar to Siriraj Direction (SAE-HI). Th L i i il t th Si i j QD PDCA it iThe Lean process is similar to the Siriraj QD way-PDCA, so it is easily for our staffs to understand.We have internal professional consultants, it makes our team feel p ,comfortable to approach and learn.We can simulate the plan of improvement before the implementation by the team (value stream) so the team canimplementation by the team (value stream), so the team can forecast the result and make the proper decision before changing the process.Everyone can see the rapid improvement and achieve the goal as a team, making the pride and hapiness by sharing the result to the other.

Integrating Lean concept to common QD to increase value in daily work

Outcomes of Siriraj Lean projects (Aug 2008-Jan 2011)

f ff The Productivity of Siriraj Lean projects

Working areas Oct. 2010(projects)

Jan. 2011(projects)

Total(projects)

Categorized by working areas of staffs The Productivity of Siriraj Lean projects (52 projects) : Aug 2008-Jan 2011

Results No. of Value/Amount(projects) (projects) (projects)

Clinical unit 85 26 111

Back office 20 21 41

Results projects Value/Amount

Reducing staffs’ man hours 31 83,551.53 (hr/yr)

Reducing waitingLaboratory 5 10 15

Total (projects) 110 57 167

Reducing waiting time/total around time

22 198,998.20 (hr/yr)

Increasing safety 39 NACategorized by results to customers & stakeholders

g y& quality 39 NA

Reducing stock space 3 NA

Increasing staffIncrease safety 40 projectsIncrease quality 64 projectsReduce waiting time 73 projectsSave cost 30 projects

Increasing staffhappiness 24 73-100%

Increasingcustomer 17 80-100%Save cost 30 projects

Increase customer satisfaction 74 projectsIncrease staff satisfaction 97 projects

satisfactionHospital cost saving 11 13,325,533.48

(Baht/yr)

Integrating Lean concept to R2R to promote innovative and research environment in daily work : Lean R2R

waste

waste waste

waste

waste

wastewaste

wastewaste

System improvement,System improvement,New knowledge, Innovation,

Publication, Patent

Pride & Impression

Lean projects won the National Awards from the Office of the Public Sector Development Commission Thailand.

Outstanding Award on Lean Process Improvement (2010)

Reduce Patients admission processing time

Consolation prize on Lean Process Improvement (2010)Decrease movement & man-hour in Reduce Patients admission processing time

for chemotherapy treatment specimen transportation to Lab

Consolation prize on Lean Process Improvement (2011)

“Th S d H N 11”“The Second House...No. 11”

Pride & Impression

Field Trip of Prince Mahidol Award Conference : Jan 26, 2011

Delegates from Seminar on Regional Sharing of Lean Applications in Healthcare, APO : Jan 27, 2011

COO & team from Tan Tock Seng Hospital, Singapore : J ne 2 3 2011June 2-3, 2011

Siriraj Hospital is the “Lean R2R”Lean R2R

site visit of the country for national &

international delegatesinternational delegates

Evaluation for performance improvement

Key monitoring & feedback systems for performance improvement

Annually internal survey :

ll d l l l

ey o o g & eed ac sys e s o pe o a ce p o e e

- Since 2003, we inially surveyed only clinical units.

Since 2008, we survey every unit of the faculty (100%).

- Survey process : self assessment reporting (apply HA, MUQD, TQA

criteria) & site visiting by peer reviewers (multidiscilinary team),

using tracer methodology

KPI monitoring & reporting : corporate KPI, KPI, PI

Surveillance & accreditation by external agency : HA, MUQD,

ISO, TQA standard, Q

Empowerment evaluation : Star Award

Siriraj Patient Safety Culture Survey

Organization Learning : CQI culturePerception of Patient Safety

Teamwork Across Unit AHRQ T l

20092011

Teamwork Across Unit AHRQ Tool

Siriraj Patient Safety Culture Survey

2554

72%

66%

O i ti L i CQI lt

58%

Organization Learning : CQI culturePerception of Patient Safety

Teamwork Across Unit AHRQ T lTeamwork Across Unit1,128 U.S.hospitals

AHRQ Tool

Overall customer satisfaction survey on Hospital service

Outpatient

InpatientInpatient

Good+Excellence

Empowerment Evaluation & Valuing our Staffs

Star Award Project : promote Quality & Learning Culture and crate Innovative Environment , since 2003

Developing the criteria to evaluate the unit/innovation using evidences from self assessment report & site visit

In 2012, addingPlatinum Award for Best UnitLean AwardLean Award

Quality Person of the Year Award

Gold Award for Best Unit

Innovation AwardUM AwardThe Best Unit Award

Empowerment Evaluation & Valuing our Staffs

The Best Unit AwardsInnovation Award & UM Awards

Create Quality, Innovative & Learning Culture

Innovation Award & UM Awards

2006 2007 2008 20102009

2006 2007 2008 20102009

d d b h l

of the year

of the year

Starting from clinical service staffs/units since 2003 Expanding to all over the

Budget supported by the Faculty

Faculty since 2008

Star Award2006 2007 2008 20102009

of the year

Pride & Impression

The Star Award Project won the National Awards from the Office of the Public Sector Development Commission Thailand.p

Outstanding Award on Service Innovation (2011)

“Creating Innovation from Routine Work towards the Excellent Service & Sustainability”

Creating value of community & social

Site visit for learning Siriraj good & best practices

Sharing Siriraj good/best practices to the social

Site visit for learning Siriraj good & best practices

Site visit for learning Siriraj KM processYear No. of Visits No. of

Institutes Persons

2006 64 59 926Year No. of Visits No. of Institutes Persons 006 6 59 9 6

2007 111 71 998

2008 61 49 1,149

2009 31 26 751

Institutes

2006 10 20 410

2007 10 15 283

2008 13 16 5052010 37 31 789

2011 46 44 930

2008 13 16 505

2009 8 11 306

2010 4 4 98

2011 14 17 3952011 14 17 395

Sharing Siriraj K. assets : bli ti b k b it

R2R

Innovation

publications, books, websites KM

Scopes of Sharing

About the Faculty

Siriraj Quality Journey & Strategies to

Quality Excellence & Sustainability

Critical Success Factors in Siriraj Quality Journey

Critical Success Factors in Siriraj Journey Quality Excellence & Sustainability

Recipient of the Reader's Digest Trusted Brand : Gold Award for the Hospital Category for

the fifth consecutive year 2007-2011

Communicating the clear direction & goals Strong QD infrastructure & competent supporting teams

Platinum Award2011

Continuing support & empowerment from the senior leadersIntegrating & empowering multidisciplinary teams toIntegrating & empowering multidisciplinary teams to do their bestSharing the success & value our staffs

Six qualitative criteria: Trustworthiness & CredibilityQualityValueUnderstanding of Customer NeedsCreating value of community & social

Driving by Siriraj KM strategy (Link – Share – Learn), KM tools & SIRIRAJ culture

Understanding of Customer NeedsInnovative Social Responsibility

The most important factor is having dedicated staffs who always are giver and think of other people

รางวัล Excellence Award 2008ประเภท Business Enabler

Government Sector

Thank you for your attention