LEADERSHIP LEADERSHIP DEVELOPMENT DEVELOPMENT

ROADMAPROADMAP

Development Plans

• Education– Internal CLI Education – Cornell University Certificate Programs– Leader Development Workshops led by outside experts– University Workshops at Harvard, NYU, Duke, Wharton,

Michigan, and Notre Dame

• Action Learning (Practicum)– Stretch assignment projects– Executive sponsor of Six Sigma and Capstone projects – Delegation of administrative responsibilities at a facility with

a post assignment evaluation by facility leadership

• Mentoring/Coaching– Formal mentoring and coaching

“The Core 6” (in no particular order)

1. Service Excellence2. Communication/Feedback3. Effective Leadership4. Employee Relations5. Leading with Emotional Intelligence6. Change Management

“The Emerging Leader” (Supervisors, Coordinators, Assist. Supervisors/Managers, etc.)

1. INCR2. Finance3. “Performance Improvement Skills” (Capstone Skills)4. Motivation5. Active Listening6. CAP7. FTD8. Presentation Skills9. Business Writing10. Quality Mgmt11. Six Sigma

12. Talent Acquisition13. MBTI

2009 Core Management Program

“Team/Operational Leader” (Managers, Assist. Directors, Assist. Vice Presidents, Assist. Nurse Managers, etc.)

1. Business Fundamentals2. Budget Mgt3. “Performance Improvement Skills”

(Capstone Skills)4. Managing by Metrics5. Motivation6. Coaching7. CAP8. FTD9. Crucial Conversations10. Performance Mgt11. Presentation Skills12. Quality Mgt13. Business Writing14. System Thinking15. Strategic Planning16.Six Sigma17. Talent Acquisition18. Accessing & Making Sense of Your Press

Ganey Scores19. MBTI

“Strategic/Executive Leader” (Assoc. Exec. Directors, Vice Presidents, etc.)

1.Business Fundamentals2.Budget Mgt3.“Performance Improvement Skills”

(Capstone Skills)4.Managing by Metrics5.Motivation6.Coaching7.Six Sigma for Leaders8.Accessing & Making Sense of Your

9.Press Ganey Scores10.MBTI

The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.

---John Foster Dulles, Former Secretary of State

Engage Your Talent: ALIGNING BUSINESS ALIGNING BUSINESS PROCESS IMPROVEMENT WITH ORGANIZATIONAL PROCESS IMPROVEMENT WITH ORGANIZATIONAL STRATEGIES.STRATEGIES.

Establish Organizational Priorities

Operational Performance Solutions

UnderstandVision & Business Goals

Customer Value

Business Strategy

Capstone/ Core Management

StabilizeAlign Metrics – Value Analysis Teams

Standardize Operations

Systems and Equipment

Continuously ImprovePersonnel/ Labor

Management Teams

Processes (TOOLS)

•Six Sigma, Lean, CAP, FTD

Benchmarking Teams Use Value Analysis Process

PHASE I – METRICS –

● Laboratory, Pharmacy, Radiology, Per operative,

Environmental, Case Management, Patient Throughput

● Key Performance Metrics/Uniform definitions selected

● Develop score card

Value Analysis

PHASE II – STRUCTURE & IMPROVEMENT TARGETS

• Identify & Act On High Impact Opportunities (Labor & Non-labor)

• Set Improvement Targets

• Service & Clinical Quality Uncompromised

• New Staff Resources Allocated– Black Belts – Work Plans & Labor

Assessment– “Lock-Step” Meetings With Materials

Management – Financial Impact Validation

• Use Benchmarking Metrics To Steer Process– Find Best Practices & Opportunities

PHASE II- (continued)

Value Analysis

Operational Performance Solutions

Stop the bleeding

Low Hanging Fruit

Tools and Techniques

Continuous Improvement Culture

XXData Needs to be Collected

4-6 months6-8 Weeks<30 days1 dayHow Much Time Is Needed

X

X

X

X

X

X

X

Capstone

XX Long Term Control Mechanism

X Know Current Process Capability

XXRapid Implementation Needed

XXExcessive Bureaucracy

X Asses Value-added Activities

X Excessive Process Variation

XX Excessive Or Hidden Rework

XX Multiple Step Process

X Complex Problem

X Multidisciplinary Team Available

XXXNeed to Increase Capacity

X Excess Inventory

X Excessive Motion

XX Excessive Process Defects

XX Long Cycle Times

XXChronic Issue

XX Data Available

X Need to Increase Flexibility

XXExcessive Waste

Issues

Six SigmaLeanFTD

© 2006 The Center for Learning & Innovation

Operational Performance Solutions Decision MatrixOperational Performance Solutions Decision Matrix

Questions