Rapid Improvement Events (RIEs)
In preparation for and during a Rapid Improvement Event (RIE), healthcare lean teams focus on a process problem that needs extra attention. They review the current state and the future state; experiment with solutions; finalize new standard work; and create a completion plan. Preparing for, delivering, and facilitating to closure an RIE typically spans three to four months. The RIE change phase takes about three to five business days. The subsequent sustain phase includes dozens of smaller improvements (through Lean Daily Improvement) made to refine and hold in place measurable improvements. Once closed, the demonstrated improvements created may be systematically spread to other parts of the organization using different lean methodologies.
PHA can assist in all aspects of:
- preparing for the event including team and target area selection, baseline data analysis, setting goals and A3 documentation.
- delivering the event by providing a facilitator, co-facilitator or coach to support a client facilitator.
- facilitating the event to closure by providing coaching to the client’s staff, participating in Lean Daily Improvement setup and team huddles, and working with leadership to remove barriers.
Value Stream Analysis (VSA)
While it’s important to be able to conduct a Rapid Improvement Event (RIE) when opportunities are identified, the ability to analyze value streams takes process improvement to a whole new level. A Value Stream Analysis (VSA) — perhaps the most powerful in the lean toolbox — and its resulting RIEs and "Just Do It" projects — allows hospital lean teams to maximize the value created for the customers of each stream (i.e. revenue cycle, patient satisfaction, ED throughput). In doing so, traditional management silos are supplemented by engaged, cross-functional teams with passionate ownership of their respective value streams.
PHA's VSA A3 problem solving process includes stages similar to an RIE in which VSA team members map and analyze the current state, define the reengineered state, define the future state, create a value stream improvement plan, perform a VSA metric alignment assessment and create scoping charters for rapid improvement events and projects identified within the value stream improvement plan.
VSA events include team meetings; updating the A3 and visual management for the value stream; gemba walks; planning for upcoming improvement events; and troubleshooting events in the sustain phase. In addition, PHA helps VSA team members identify lean improvements that are spread-ready, and then facilitate diffusion across the organization.