V2V Management Solutions

Value-based Management for Health Care Providers

208.717.3940

- CONTACT US -

Sign Up for Our Newsletter!

Visit the V2V Academy for On Demand Education Access

  • What we do
    • Revenue Cycle Analysis
    • Payer Enrollment and Recredentialing Services
    • Interim Management
    • Management Training
    • Leadership Development
    • FOCUSED Advantage℠
    • Operational Assessments
    • Project Improvement
    • Strategic Planning
    • Take Our Value Self-Assessment
  • How we work
    • ADEPT℠: The Five Value Management Functions
    • AIM℠: V2V Consultation Process
  • Who we serve
    • The INDEPENDENT Practice
    • The HOSPITAL ALIGNED Practice
    • The AFFILIATED Practice
  • Who we are
    • About Us
    • Our Founders
      • Michelle Wier, MBA, CMPE
        Founder
      • Debra Wiggs, FACMPE
        Founder
      • Irv Barnett, MBA, CMPE
        Founder
    • Our Team
      • Pat Hupman
        FACMPE, Transformationist
      • Tiffany Todd
        Transformationist
      • Kristyn Dice
        PESC – Transformationist
      • Andrew Craigie
        Tranformationist
      • Sheila Bixler
        Practice Partner
      • Heidi Johnson
        Practice Partner
      • Regina Levison
        Practice Partner
  • Events / Webinars
    • Events
    • Book a speaker
    • Webinars
  • What we say
    • In the news
    • Blog
    • Newsletters
  • Tools
    • Take Our Value Self-Assessment
  • What our clients say
  • V2V Academy

COVID-19 Updates & Alerts 06/02/20

COVID-19 Alerts
Rapid Cycle Improvement Process:
A Tool for Today's Challenges


Volume 10 - May 29, 2020

Change is NOT a Dirty Word
(Using Rapid Cycle Lean Process In Your Covid-19 Response)

By Andrew Craigie, V2V Management Solutions, Inc.V2V Management Solutions, Inc.


We are hearing a lot of people throw around the proclamation that we need to prepare ourselves for a “new normal”.  I must say for me personally, the mandate of a new normal is already as irritating as the phrase “in this together” but again that is a personal opinion. For me and an organization like V2V, change is as natural as breathing. It’s the evolution, that process of improvement, which embraces new opportunities to better our performance, enhance our patient experiences, and respond to the demands of the industry and communities. Its not always easy but the future state it represents is usually worth it.

We are experiencing a monumental shift in how we practice in health care because of the pandemic.  There is no denying we will have to examine our business practices carefully and decidedly make changes to address a new reality as we fight to secure our businesses and our economy.  We will have to change, and the reality is what we do today will likely change again in the not to distance future.

Process change doesn't have to be difficult or painful and it can successfully happen rapidly.  As a leader in this unique time, you can take comfort in the fact that there is a simple way to choose how to do your work, fix broken processes, improve team satisfaction, build stronger systems, and yes, even successfully change.

I have experienced a lot of change initiatives in the course of my professional career, and I have to tell you, without question in my opinion, the most effective approach to lasting change is the process known as rapid-cycle improvement. Rapid-cycle improvement approach is also known as the Plan-Do-Study-Act (PDSA) cycle. The PDSA cycle, a four-stage rapid-cycle quality improvement strategy, is defined below.

  • Plan:  Identify an opportunity to improve and plan a change or test of how something works.
  • Do: Carry out the plan on a small number of patients. The test period may be as short as one day for small PDSA cycles or up to several weeks for more comprehensive change initiatives.
  • Study: Examine the results. Gather data on your efforts and determine if you met your goals.
  • Act: Use your results to make a decision; either adopt the change or abandon the change and run the cycle again.

Many organizations struggle with implementing Rapid Cycle because they don’t know where to begin.  So, we would like to make it a little easier. I am going to share with you a very simple process that any team can utilize to achieve remarkable improvement in short periods of time.  The process described within is something that can be followed no matter how big or small the task. It can take a few hours or it can take much longer depending on the problem you are trying to solve. No matter the task or time frame, the method provides consistent results. V2V frequently utilizes this technique when working with our clients. The key is the rapid cycle workshop; an effort that follows a 10 step process to guide the team toward the elimination of waste in any work process and the adoption of solutions that will result in a new “ideal” future state.

In lean process terms, the rapid cycle process starts with the “Gemba Walk” or the Three Actuals Walk. It's all about where the work happens. This process walk involves going to the actual place where the actual work is done and watch the actual people who do the work.  It is a very user-friendly approach to Rapid Cycle that includes the following ten steps.

  1. Select a Priority Process:  Identify a process that has frustrating bottlenecks, delays, customer complaints, rework, errors, or any number of forms of waste.
  2. Identify the Priority Problem:  Even if you think you know what is wrong with the process you probably are missing something.  Ask the 5 Why’s, work toward getting to the root of the problem.
  3. Define the Problem: Create a problem statement that clearly articulates the root of the problem, ideally in one sentence and as specific as possible.
  4. Assemble a Team: Identify the stakeholders who are part of the process to be on the team.  These are the people who own the process, lead the process and even customers (internal and even external customers) of the process.
  5. Conduct a Process Walk: This is also known as a three-actuals walk.  Go to the actual place where the actual work is done, observe the actual people who do the work to gather your data on the process.
  6. Construct a Value Added Time line: Sit down as a team, identify all the non-value added steps in the process and look closely at steps that change the form, fit or function of the product or service, ideally these would be the steps that add value from the “Customers” perspective.
  7. Identify Ways to Eliminate Waste and Process Variation: Construct a flowchart of the process so all the team members can visualize the workflow and focus on areas of opportunity, constraints in the current system and waste.
  8. Redesign the Process:  After discussing ways to eliminate wasteful steps in the process create a new flow-chart that shows only the new steps in the process.
  9. Identify Output and Process Measures:  Determine what success looks like.  What is the key measure of success and how will you evaluate your progress along the way?
  10. Develop an Action Plan: Prepare to Implement immediately; identify who will do what, by when.  Remember Plan – Do – Study – Act. Plan the change, Implement the change, Measure the result to see if it gets you closer to your goal, and then adopt the change…or abandon the change and run the cycle again until you achieve the desired result.

How to change does not have to be intimidating.  In fact it can be one of the best ways to bring your team together and strengthen your organization.  Don’t let the fear of change keep you from giving the 10 Steps a try.

If you need additional resources during these eventful times call us, we can help.

Disclaimer: V2V Management Solutions is a healthcare consulting firm. We are not licensed attorney’s or certified public accountants. This guide is not intended to replace legal or financial advice from your trusted resources. Before acting on any information provided check with the appropriate legal or financial team. This situation is a constantly evolving landscape be sure to research for most current information.The following content consists of key takeaways on information published in the above referenced articles, facts sheets, and our personal/professional experiences in financial management throughout a crisis.

V2V is here to help


Our V2V team stands by ready to assist you in navigating these turbulent times. We can quickly deploy resources to assist your team.

For Rapid Response Contact us at:
Irv Barnett, Founder: [email protected]   208-717-3941
Michelle Wier, Founder: [email protected]  208-717-3943
Debra Wiggs, Founder: [email protected]  208-717-3942

Newsletter Sign-up

  • This field is for validation purposes and should be left unchanged.
Know of an event that should be on our calendar? Contact us!







Join us for an upcoming presentation

What we say...

Read our latest thoughts on the Healthcare industry.
Contact Us
Request a Speaker

Trusted Resources:

 

 

 

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Michelle Wier, CMPE, worked with our EMS program for a year, providing interim financial management at a crucial time for our hospital district based agency. Her exemplary work included budget and tool development, redesign of our financial statements, and a compensation analysis for all EMS positions. She helped provide crucial accountability for our internal accounting systems, contract negotiation support and a streamlining of our in house processes and reporting structures. I highly recommend her work product and greatly appreciate her astuteness and work ethic.”

J. Michael Edwards, DDS, MD, FACS – Commissioner, San Juan County Public Hospital District #1 San Juan Island EMS and MedEvac

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“With excitement and enthusiasm I announce the transition of Wier Management Solutions to V2V Management Solutions. I’m honored to partner with some of the industry’s best “Transformationists,” who will assist our clients in realizing and enhancing the value within their organizations.”

Michelle Wier – President, Wier Management Solutions, Inc.

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

LinkedIn Company Profile
V2V Management Solutions • 208.717.3940 Regional Offices: Idaho
© 2016–2023 · V2V Management Solutions · All Rights Reserved.