商业挑战
将解决方案公司. (TSI), was engaged by a Southwest University 健康 Science Center to create an organizational culture of continuous improvement. 作为背景, the institution is one of the nation’s premier graduate academic medical centers, with five schools that specialize in patient-centered education, 研究和保健. They are part of the University system.
Spearheaded by the Chief People Officer, the University sought to explore new ways to address problems and continuously improve through guidance and training to transform the institution into one that embraces LEAN and Agile in an employee-centric and pragmatic way.
Starting with pockets of exposure to Agile and LEAN methodologies, the University wanted TSI to help the overall organization take this, along with other cultural attributes (such as their vision, mission and values) and transform the culture to improve quality and gain efficiencies.
TSI的方法和作用
方法
To accomplish the identified goals, TSI engaged in the following:
- 在初始阶段, the University sought to develop and prioritize processes for improvement and initial 过程改进 implementation for critical need areas to help build a business case with proven effectiveness and value for further buyin. This work intended to implement and share best practices and training with internal LEAN 教练es and key stakeholders for 过程改进, 建立一个可用的, 可持续的沟通计划, evaluate improvements through metrics, and estimate return on investment for the improvement initiatives.
- 在第二阶段, TSI was asked to develop a Continuous Improvement methodology to be shared with University staff through training with follow up 教练ing. This methodology was intended to be sustainable and usable for improvement initiatives across the University.
TSI collaborated with the University Leadership Team to identify and prioritize business processes to implement a practice-based training and mentoring program to enhance LEAN and Agile understanding and development of implementation skills. TSI created a training program for continuous improvement and led a cohort of leaders through 过程改进 methodology using processes that were identified as critical processes including Budgets, 合同管理, 人力资源招聘, and the University Leadership as a pilot. 一旦飞行员完成, phase two was implemented that provided full training and mentoring to the cohort for implementation of business 过程改进 and other continuous improvement strategies throughout the University 健康 Center and 教练ing for growth and development for future Continuous Improvement sustainability at the University.
角色
TSI是一个方法论家, 项目经理, 持续改进的领袖, 教练, 教练, and facilitator throughout this project. TSI provided and tailored its methodology as the basis for the methodology that is currently in place. 在那之后, TSI evaluated trainees and quality of deliverables after they were trained and did a variety of “hands on” activities to get familiar with the tools.
结果
This project was viewed as a huge success. Based on TSI’s involvement the University achieved the following:
- Developed and used a repeatable methodology to use on areas deemed “ripe for improvement”
- Took dozens of areas through the methodology which resulted in hundreds of improvement ideas implemented
- Trained over a dozen practitioners thus improving their skillsets
- 意识到实实在在的储蓄, from the improvement ideas mentioned above, that resulted in hard dollar savings of over $1 million dollars annually.
