Process Redesign
Struggling with throughput in your organization? Our work in Emergency Departments (more than 5.5 million patients are cared for in EDs where we’ve facilitated redesigns), inpatient settings, operating rooms, and ambulatory networks engages your staff and gets you best practice performance.
We’d love to share details of our process methodology with you. Please click the Send Me Info button and let us know where you’re looking to improve and we’ll get you the detail you’re looking for on our process redesign services including our methodology and case studies.
Engagement And Cultural Transformation
EMBED is our framework to help you articulate and then operationalize a culture that creates process “owners” not merely “renters.” This manifests itself through the way in which peer-to-peer accountability occurs, employee engagement scores rise, patient satisfaction scores improve, and metrics related to performance improve.
Our methodology identifies and addresses those things that are most important to your workforce and creates a true partnership between the organization and its workforce where there is shared ownership over organizational performance.
EMBED is anchored in research that has shown the reduction of turnover occurs if the staff is “embedded” in their place of work and their community. This embeddedness can also mitigate the impact of “shocks” that trigger turnover. (A shock is a particularly jarring event that initiates the psychological analysis involved in leaving. This can include everything from a pregnancy to a job offer to a pandemic.)
EMBED seamlessly bridges three essential organizational functions—Operations, Human Resources, and Organizational Development.
Please click the Send Me Info button and we’ll get you the detail you’re looking for on our engagement and cultural transformation services.
Organizational Direction and Design
There are many different ways that a strategic plan can be developed. Our philosophy is that planning is an opportunity to not only set priorities and create a guide for the organization, but as a way to engage various levels of the organization (management, the Medical Staff, the Board and other stakeholders you deem critical) in the creation and, therefore, the ownership of the plan and its desired outcomes. It is important to understand that a strategic plan isn’t a prediction, it isn’t set in stone, and it isn’t a big “to do” list. In order for the strategic plan to do what it is intended to do it must:
Focus on the customer as the means to success
Begin with a vision as a guide
Have a long-term time frame (3+ years) coupled with ongoing, disciplined review and the development of annual operating plans as a tool for keeping the implementation on track and the overarching strategic imperatives relevant
Focus on key (3-5) objectives
Utilize indicators and targets rather than completion of projects to measure progress (performance rather than process oriented measures)
Include a regular review of activities to provide support and to diagnose weaknesses in the planning and managing system (data collection, analysis and improvement skills)
Emphasize analysis to determine the best means of achieving objectives