Leadership: The Key to Success in Lean Six Sigma and Continuous Improvement
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Transcript of Leadership: The Key to Success in Lean Six Sigma and Continuous Improvement
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LEADERSHIPLEADERSHIP: : The Key to Success in Lean Six The Key to Success in Lean Six
Sigma and Continuous Sigma and Continuous ImprovementImprovement
Presented By:Dr. Airica Steed, RN, MBA, Ed.D
Vice President, Professional ServicesAdvocate Condell Medical Center
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Session ObjectivesSession Objectives
►Address the need for accountable and transformational leadership in the pursuit of performance excellence
►Review the essential elements that are needed in order to drive optimal sustainability and success for healthcare leaders
►Share leadership lessons learned and best practices of transforming the organizational culture
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WHY EMBRACE CONTINUOUS IMPROVEMENT?
Strategic ContextStrategic Context
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Strategic ContextStrategic Context …Why this is
ImportantDID YOU KNOW…..??
• “Hospitals report that the biggest challenges in implementing lean or six sigma include sustaining improvements, competition from other initiatives, leadership commitment and availability of resources” - American Society for Quality, 2009
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Strategic ContextStrategic Context …Why this is
Important
LEADERSHIP IS THE KEY TO SUCCESS!
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6
Essential Elements Needed for Essential Elements Needed for Sustainability & SuccessSustainability & Success
1. Readiness Check2. Change and Accountable Leadership
Structure3. Learning System4. Best Practice Tool and Tactic
Deployment 5. Continuous Improvement and
Sustainment
ADAPTABLE LSS
LEADERSHIP
MODEL
ADAPTABLE LSS LEADERSHIP MODEL
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Leadership Lessons Learned & Best Leadership Lessons Learned & Best Practices..Practices..
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Ensure Organizational Readiness….Ensure Organizational Readiness….
► Identify strategic and organizational priorities► Assess the leadership structure and
development needs► Identify knowledge deficits and learning
competencies► Set deployment pace based on organization
needs► Accommodate for the time and resources that
is required to allow change to happen► Don’t assume that everyone is at the same
level of readiness
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Understand and Articulate the Understand and Articulate the “WHY”“WHY”
► Understand your business and your opportunities
► Ensure that the “WHY” is aligned with the organizational strategy and agenda
► Vocalize the importance of the change efforts throughout the organization
► Communicate the case for change in every agenda
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Hardwire Accountability…Hardwire Accountability…
► Set clear expectations for yourself and others► Take personal responsibility for performance
and results► Follow through and “do what you say you’ll
do”► Use standardized continuous improvement
action plans (what is the action, who is accountable, when is the targeted completion date, how will you measure)
► Be transparent in all goals and measures► Enforce consistent performance tracking and
responsiveness
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Establish a High Performance Driven Establish a High Performance Driven Culture…Culture…► Have a relentless commitment to
excellence – do not except mediocrity as an option..
► Develop leaders into “owners” versus “renters”
► Invest in coaching, developing, and mentoring people
► Foster open communication - up, down, and sideways
► Encourage an environment of creativity and “next practice” thinking
► Encourage teamwork and collaboration
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Establish a Learning SystemEstablish a Learning System
►Deploy widespread learning on the change process prior to initiating any improvements
►Translate process improvement into a language that healthcare workers can understand
►Provide structured and practical learning with applicable examples
►Incorporate “just in time” learning into improvement efforts
►Ensure that training/education is widespread and adapted to the senior leader level
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Lead By Example…Lead By Example…
► Consistently role model values and behaviors► Be actively visible…leadership should always be
readily available, especially when problems occur
► Make change a standing agenda item in all meetings and venues… it needs to be seen as important
► Be willing to ask for support…even as leaders► Provide real-time coaching in the moment…
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Empower and Engage Frontline Empower and Engage Frontline Constituents…Constituents…► Enable and empower people who do the work to
make the decisions (get to the grassroots level)► Encourage employees to “learn by doing” ► Equip people with the tools and techniques to
identify and solve problems ► Ensure a mechanism for ideas to be heard and
for associates to have a “voice”► Employees should be empowered to think and
act like the CEO of the transformation experience
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Embrace Continuous Change…Embrace Continuous Change…
► Understand the changes that need to be made► Take an active part in the change process► Don’t underestimate time needed for change
to become widespread► Plan for shortfalls and missteps – and learn
from them► Enable associates to be change agents for
what needs to get done► Establish a foundation and shared need for
change before improving processes
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Be Flexible With Your Improvement Be Flexible With Your Improvement Vehicle…Vehicle…► Focus on using the “right tool, for the right
purpose, at the right time”► Attack the broken system and not the people ► Focus on effective problem solving and root
cause analysis► Integrate leadership and behavioral
accountabilities with process improvement tactics
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Operations Excellence Transformation Operations Excellence Transformation StrategyStrategy
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Provide Support, Praise, and Provide Support, Praise, and Recognition….Recognition….► Show associates that efforts and dedication are
appreciated► Empower staff to take pride in their work► Allow a platform for people to grow personally
and professionally► Lead with a “carrot” and not with a “stick”► Promote staff who are able to deliver strategy► Set people up for success ► Celebrate and market the WINS!!
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How Leadership Drives Transformational How Leadership Drives Transformational Change..Change..
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Closing RemarksClosing Remarks
► Embracing transformational change is a journey► Achieving performance excellence requires
vision, initiative, engagement, and transformational leadership
► Transformation can only occur through the combination of integrating accountable leadership, excellent behaviors, and superior processes
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Questions & Answers…Questions & Answers…
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Speaker Contact InformationSpeaker Contact Information
Dr. Airica Steed, RN, MBA, Ed.DVice President, Professional Services
Advocate Condell Medical [email protected]
Phone: 847-990-5221