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Essentials for Building a Project Pipeline to Sustain Continuous Improvement

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Today’s Agenda

1. Understand the difference between different problems and different projects.

2. Understand Three Essentials to Creating an Effective Pipeline.

3. How to Create the Pipeline to Sustain Continuous Improvement.

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Why Juran Global? Professional services firm founded by

the late Dr. Joseph M. Juran.

Advise, Assess, Educate & Certify global organizations for 36 years.

Document lessons learned and best practices and author textbooks.

Provide pragmatic solutions to improve business performance…by design.

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A project is best defined as “a problem scheduled for a solution”

What is a Project?

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A Project is Best Defined as a Problem Scheduled for a Solution

C

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Time

ControlPlan ImproveDesignControl &Complianc

eBreakthrou

gh

Different Problems & Projects

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Different Problems & Projects cont.

“Breakthrough is a departure from the usual, familiar way, into the unknown

and the most important driver of performance and are best carried out

by multi-functional teams.”

“Control & Compliance are the tasks to assure CTQs are met in real time and carried out by departmental teams.”

“Design or planning projects are the creation of

something new and are best carried out by multi-functional teams.”

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Select Performance Opportunity

Which Method is Best?

RCCALeanQbD

Launch Project

DMAIC

Categorize by Method and Charter

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Distinguish Problems & Methods Different Improvement Teams looking at the same problem are very likely

to arrive at similar solutions. Since improvement is the search for root causes and those are determined analytically, teams are highly likely to find identical root causes for the same problem.

Design Teams deal with many customers with many needs, and lots of possible features. This means that different planning or design teams looking at planning the same thing are highly likely to arrive at different designs. A look at new cars in a given class reveals this to be true, as does the proliferation of approaches to social media and services.

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Design Projects New Products (goods, services, information, business processes)

are often a disappointment Cost over-runs Missed delivery dates New sources for deficiencies and customer dissatisfaction Outright abandonment Failure to meet market targets and forecasts

New Challenges Shorter time to market Higher expectation for quality More rapid change Globalized centers for change

What has failed? What has worked?

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ProjectsAnnualGoals

StrategicGoals

Vision

Time

3 Years 1 Year Months

Targets & OFIs

Prioritized Charters

Evaluate

Essential # 1: Alignment

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VISIONTo be the trusted leader in

caring for people and advancing health

MISSIONTo provide physical and spiritual comfort to our

patients and families in the Jesuit tradition of cura

personalis, caring for the whole person

VALUESService

Patient FirstIntegrityRespect

InnovationTeamwork

VISION, MISSION & VALUES KEY STRATEGIES

QualityTo exceed consumer

expectations for quality of care and patient safety

ServiceTo deliver exceptional

service that meets each person’s unique needs

STRATEGIC GOALS

Hospital-Acquired Conditions

Reduce the incidence of Hospital-Acquired Conditions

TJC Core MeasuresAchieve 90% threshold on all

TJC Core Measures

Patient ExperienceImprove the patient’s

experience from the patient’s perspective

Lean Surgical Services Service Line

Improve surgical services performance measures

PROJECTS

Reduce central line associated blood stream infections (CLABSI)

Reduce the prevalence of hospital-acquired pressure ulcers

Improve the compliance rate for pneumococcal vaccination and

screening

Improve Imaging Services wait times and patient flow

Improve Compliance with OR First Case On-Time Starts

Reduce OR Turnaround Time for Neurosurgery Patients

Improve the aggregate compliance rate for heart failure

discharge instructions .

Improve the number of patients who report “YES” they would

definitely recommend the hospital

An Example of Alignment

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Step 1: Identify Performance to Goal Problems/OFIs

Step 2:Obtain Information/Data to Clarify Problems/OFIS

Step 3: Evaluate Project /Select Criteria

Step 4: Create Project Charters & Pipeline

Targets & OFIs

Prioritized Charters

Evaluate

Method to Create Pipeline

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Customer dissatisfaction

Costs of poor qualityReviews and auditsBusiness plansResults of quality projects

Managers and other associates

Opportunity assessments

High NVA process content

Inventory Information

Inputs

Investigate prime sources of information about the organization

List potential problem(s) identified from each source

Process

A comprehensive list of potential projects

Outputs

Targets & OFIs

Review Targets & Problems

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List of targets missed, problems or OFIs

Inputs

Champions & Belts Collect data on each problem or OFI.

Assess each against Strategic and Annual Goals to determine each potential project's probable impact on targets and goals.

For large organizations complete this assessment by Business Unit or by Site.

Process

Prioritized list of projects indicating the probable impact of each potential project on the strategic plan.

Outputs

Evaluate

Essential # 2: Prove Problem/OFIs are Real

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Evaluate

Prioritized list of projects Data on each project

Inputs

Evaluate each project to verify that it meets “must” criteria.

Rate the relative strength of each potential project with respect to “want” criteria.

Select best project(s).

Process

Projects scheduled for launch.

Outputs

Assess OFIs Against Criteria

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SignificantManageabl

e Size

Observable

Measurable

Evaluate

MUST Criteria

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GreatestImpact Urgency Risks

Potential Cultural

Resistance

WANT Criteria

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Targets & OFIs

Prioritized Charters

Evaluate

List of selected projectsInputs

Describe the problem, goal, benefits, scope, milestones, team, and roles.

Process

Written project charter Outputs

Essential # 3: Write Simple Charters

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Project Overview

2. Goal Statement

3. Business Case

5. Project Plan Milestones

6. Team Member/Resource Roles

1. Problem Statement

4. Project Scope

Targets & OFIs

Prioritized Charters

Evaluate

Essential # 3: Project Charters

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