About the Session
Traditional improvement methods like high reliability and lean daily management provide an engaging, standard work form of improvement but are designed for an incremental pace. Analytic tools like productivity systems and benchmarking uncover opportunity areas for improvement. Yet, most organizations find that, from time to time, incremental improvement approaches and tools come up short during a short-cycle budget season. In those instances, CEOs, COOs, CFOs and CNOs find themselves in a familiar, but uncomfortable box. Do we construct a layoff? Do we cut service quality? Do we abandon long-term strategic investments for a short-term gain? None of these choices are attractive. And none are necessary. At the University of Mississippi Health System, comprised of a large adult campus, children’s hospital, academic medical group and network of five rural facilities, we found ourselves, once again, in that box.
- Convey structural and cultural factors driving speed and accountability of implementation of difficult middle manager process changes leading to BURST margin improvement.
- Take home implementable leader development practices to replicate enabling BURST improvement among the nursing, clinical and support middle management team.