Monday, April 08, 2019
by Kelly Pahl • firstname.lastname@example.org
BJWCH | BJC HealthCare is on a continuous improvement journey to create an enterprise-wide lean operating system, providing the safest, most efficient and highest quality care.
To share experiences and outcomes from this journey, BJC was selected to host a two-day site visit for the Catalysis Healthcare Value Network (HVN) March 12-13. The visit included stops at Barnes-Jewish West County Hospital and St. Louis Children’s Hospital.
The HVN is a national organization that allows members, including BJC, to connect and learn how they can continuously improve the value they add to patients. Several times a year members meet at a member organization. These meetings not only include presentations, but learning at the “gemba,” a Japanese term for the place where the work is actually done.
The learning goes both ways, as visiting members ask questions and provide feedback. Members hear both challenges and successes of the host organization. With the trust built within the HVN, members can be open and honest about lessons learned.
“We value the opportunity to be part of the Catalysis Healthcare Value Network,” says Clay Dunagan, MD, BJC senior vice president and chief clinical officer. “Over the years we’ve learned a great deal from other members about building our culture of performance improvement. Every contact brings new insights that make us a better health care system.”
The approximately 30 participants who visited BJC represented a variety of national organizations including Mercy St. Louis, University of Missouri HealthCare, Johns Hopkins Medicine, Kasier Permanente, SCL Health, Southern Illinois Healthcare, Epic and the Cleveland Clinic.
“This was a collaborative group with various backgrounds ranging from performance improvement professionals to hospital presidents,” says Eric Warnhoff, BJC director of transformation support, system operations, in the BJC Center for Clinical Excellence.
The visits to BJWCH and SLCH included stops at managing for daily improvement (MDI) boards, visual boards where staff track performance metrics daily and report out on their progress during gemba walks.
At BJWCH, members heard from managers and staff in the emergency department, radiology, inpatient nursing, supply distribution, inpatient rehabilitation, pharmacy, central sterile and the laboratory about metrics including patient throughput and inpatient discharge.
“We discussed our continuous improvement journey and how we have engaged employees and physicians in a culture of problem solving,” says Mike Vitale, BJWCH manager of performance improvement and project management. “This included success stories, and how continuous improvement has played a major role in Epic deployment and our campus transformation.”
“We shared the BJC continuous improvement journey, including the good, bad and ugly,” Warnhoff says. “They appreciated our humility as we presented on a variety of performance improvement initiatives. Not only was this good from a networking perspective, but we also received feedback and learned from their experiences and continuous improvement journey.”
“To be selected for a site visit by HVN and BJC is a major milestone in our continuous improvement journey,” Vitale adds. “The visit was an opportunity for us to shine as we shared our experience.”
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