Kai Nexus Strategy Deployment Kristin Bentz RN CPHQ

Kai. Nexus Strategy Deployment Kristin Bentz, RN, CPHQ Lean Transformation Specialist #KNXUC 16

• • • Four acute care hospitals Two specialty hospitals (Children’s and Rehabilitation) 1423 acute and post-acute beds 25 outpatient facilities 12, 260 employees and 4500 volunteers Services include a Comprehensive Stroke Center, a Regional Cancer Center, a Level II Trauma Center, a Renal Transplant Center and a Level III NICU #KNXUC 16

• Our Quality Improvement Journey Changed Accreditation Body from The Joint Commission to DNV-GL in 2010 • Certified as an ISO 9001: 2008 Quality Management System in 2013 • Established the Organization Transformation department in 2013 i. iii. Lean Transformation Office Clinical Transformation Process Analytics #Kai. Nexus. UC 16

Implementing Kai. Nexus at Lee. Health • Kai. Nexus Internal Support: Support Lean Transformation Office 12 Lean Transformation Specialists and Business Partners • Phase I Implementation: Implementation i. ii. Application of Kai. Nexus to Lee. Health Leadership Engagement i. iii. iv. Advanced Training for Leaders Incorporation of Metrics and Reports Spread Improvement System Wide Customize Database to the Context of Lee. Health • Phase II Implementation: Implementation #Kai. Nexus. UC 16

Expand the Capability of Process Improvement, Management and Oversight • Promote engagement through leadership training • Create a system of network locations that reflects the Lee. Health organizational structure • Customize project dashboards for operational leaders to meet their specific departmental objectives • Facilitate the flow of information from the executives to the front line • Create value for the users #Kai. Nexus. UC 16

Promote Engagement Through Leadership Training • 92 computer classroom training sessions held for basic leader training • Over 600 leaders in all network locations (supervisor and above) trained by the Lean Transformation Office • Leader Standard Work provided for training front line staff as well as leader training timetables • Total system user count increased from 400 in June to 1950 in October • Advanced Training sessions provided for leaders in one-on-one and small group settings #Kai. Nexus. UC 16

Standardize, Communicate and Spread System Improvement Strategies via Network Structures #Kai. Nexus. UC 16

CEO Project Dashboard #Kai. Nexus. UC 16

Operational Leader Dashboard #Kai. Nexus. UC 16

Organize Projects by Clinical Specialty #Kai. Nexus. UC 16

Facility Specific Educator Project Dashboard #Kai. Nexus. UC 16

Create Value for the Customer Incorporated a feedback mechanism for internal customers to address opportunities and challenges for improvement for the Kai. Nexus database within Lee. Health. #Kai. Nexus. UC 16

Track Customer Submitted Improvement Opportunities #Kai. Nexus. UC 16

Stratify and Analyze Improvement Ideas Kai. Nexus Database Improvement Ideas: October 2016 n=8 Project Management 40% Network Structure 20% Other 0% #Kai. Nexus. UC 16 Technical Function 40%

Incorporate Improvement Ideas into Kai. Nexus System Management PDCA #Kai. Nexus. UC 16

Maintain the Integrity of Information Documented Within the Kai. Nexus Repository • Use of audit tools • Comprehensive audit schedule for the review of documents in each network location • A PDCA, Standard work and system policy was created for the audit process and to ensure that staff were properly informed of the HIPAA compliance requirements. #Kai. Nexus. UC 16

Challenges and Opportunities • Provide advanced leader coaching to promote engagement and increase spread…support the improvement cultural revolution • Develop Kai. Nexus management and support strategies for the potential 12, 000+ active system users by 2018. • Increase the use of metrics and charts to capture department and system performance outcomes • Incorporate Kai. Nexus project management into system rapid improvement workshops and value stream map events • Transfer Kai. Nexus management responsibilities to system leaders #Kai. Nexus. UC 16

Connect Improvement Ideas to the Strategic Goals of the Organization #Kai. Nexus. UC 16

Organize and Share Improvement Strategies #Kai. Nexus. UC 16

Communicate System Strategies to the Front Line #Kai. Nexus. UC 16

Our Vision For the Future • Every network location routinely submits improvement opportunities and manages their projects in Kai. Nexus • ALL system employees have the ability to document their improvement ideas and search the database for possible solutions • The process for sharing and adopting successful improvement strategies system wide will become a common practice at Lee. Health • Achieve zero harm to patients through deliberate communication and collaboration using the central process improvement repository, Kai. Nexus #Kai. Nexus. UC 16

Q&A • Lean Transformation Office • Lee Memorial Hospital 2776 Cleveland Avenue Fort Myers, Florida 33901 • office: 239 -343 -2977 • Kristin Bentz • Kristin. Bentz@Lee. Health. org • http: //www. leehealth. org/ #KNXUC 16