Healthcare Reform and Lean Leadership
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This document discusses healthcare reform in the United States. It provides background on rising healthcare costs driven largely by chronic conditions. It outlines key provisions and timelines of the Affordable Care Act, including expanding insurance coverage, new taxes and fees, and delivery system reforms focused on value over volume. It also presents data on the impact of reforms in Massachusetts as well as lessons learned around rising costs, physician compensation, and hospital operating margins.
Healthcare Reform and Lean Leadership
- 1. John S. Toussaint M.D. AME 11/16/10 Lean Leadership and Health Reform
- 2. The Rate of Spending on Healthcare is Fiscally Unsustainable** McKinsey-RE: Japan Almost half of all Americans, (133 million) live with at least one chronic condition: 81% of hospital admissions; 91% of all prescriptions; and 76% of all physician visits Accounts for more than 75% of the nation’s $2 trillion medical care costs. Diabetes : $174 billion/yr Smoking: $193 billion/yr Heart disease and stroke: $448 billion/yr Obesity: $117 billion/yr Cancer: $89 billion/yr
- 3. 3 Enacted Legislation Patient Protection and Affordable Care Act (“PPACA”) Became law March 23, 2010, Pub. L. No. 111-148 Contains “bulk” of health reform law Health Care and Education Affordability Reconciliation Act Became law March 30, 2010, Pub. L. No. 111-152 Modifies/adds to PPACA Health Reform
- 4. Impact of Coverage Expansion (excluding Medicare- eligible population)+ By 2020 Employer-Sponsored Coverage Medicaid/CHIP Exchanges Uninsured 159 million will have coverage through their employer 51 million will be enrolled in Medicaid & CHIP 24 million will purchase coverage through Exchanges 22 million nonelderly residents will remain uninsured (about 1/3 of whom are unauthorized immigrants) Current coverage Employer-Sponsored Coverage Medicaid/CHIP Exchanges Uninsured 150 million covered through their employer 40 million covered by Medicaid & CHIP Currently 50 million are uninsured
- 5. 5 Financing Reform through Program Cuts, Higher Taxes/Fees Over 10 years, despite $938 billion in additional spending, Health Reform actually reduces the deficit by cutting other programs and increasing revenues Cuts to Medicare/Medicaid Revenue provisions Market basket adjustments (including productivity adjustments) for certain hospitals and other providers - $196 billion Industry fees (pharmaceutical industry fee, medical device fee, insurance industry fee) - $107 billion Restructuring of payments to Medicare Advantage (MA) plans - $136 billion Higher Medicare tax on high-income taxpayers - $210 billion Reducing Medicare and Medicaid Disproportionate Share Hospital (DSH) payments to hospitals - $36 billion “Cadillac tax” - $32 billion Other cuts (e.g., home health payment rates) - $87 billion Penalty payments by employers and uninsured individuals - $65 billion Total = $455 billion Other revenue (e.g., indoor tanning tax) - $111 billion Total = $525 billion
- 6. 6 Key Delivery Reform Provisions • Center for Medicare and Medicaid Innovation • Independent Payment Advisory Board (IPAB) • Accountable Care Organizations (ACOs) • Medical Homes • Hospital Value-Based Purchasing Program • Value-Based Payment Methods • Pilot Program on Payment Bundling • Reforms for Hospital Acquired Conditions and Hospital Readmissions
- 7. Implementation Timeline for Delivery Reforms • Hospital value-based purchasing program begins (FY 2013) • Financial penalties imposed for hospital readmissions (FY 2013) • Deadline for establishing pilot program on payment bundling (January 1, 2013) • Deadline for establishing ACOs (January 1, 2012) • Deadline for establishing Medicare medical homes (January 1, 2012) • Reductions in Medicare hospital payments for hospital-acquired conditions (FY 2015) • Physician value-based payment modifier applied to specific physicians (January 1, 2015) 2013 2014 2015 2017 20202010 2011 2012 • Prohibition on federal Medicaid payments for hospital-acquired conditions (FY 2011) •Deadline for Center for Medicare and Medicaid Innovation (January 1, 2011) • Independent Payment Advisory Board to submit first recommendations to reform Medicare payments (January 15, 2014)
- 8. • “You can count on Americans to do the right thing … after they have tried everything else” (Winston Churchill)
- 9. Lessons from the Massachusetts Health Plan Cost is twice the original estimate and growing faster than the US …Looming $5.4 billion State deficit – 1/3 of the State budget is dedicated to Medicaid 35% of the FPs are not taking new patients, average wait for IM appointment is 50 days …..Overuse of ED by newly insured 61% of physicians rate their income level as “uncompetitive;” Hospital operating margins have trended down since 2006! …. The Boston Med. Center forecasts first loss in five years … median operating margin for community hospitals in 2008 was .04% “The current fee-for-service system is a primary contributor the problem of escalating costs and pervasive problems of uneven quality”. Special Commission formed to recommend fundamental reform of the payment system. Source: Massachusetts Commission Report, July 16, 2009
- 10. Core components of the public policy problem? • Payment systems that do not reward healthcare providers to deliver better value • Lack of transparency of performance • Providers lack of a consistent methodology to improve care
- 11. Current Payment Systems Reward Bad Outcomes, Not Better Health Preventable Condition Continued Health Healthy Consumer No Hospitalization Acute Care Episode Efficient Successful Outcome Complications, Infections, Readmissions High-Cost Successful Outcome $
- 12. Comprehensive Care Payments To Avoid Episodes Preventable Condition Continued Health Healthy Consumer No Hospitalization Acute Care Episode Efficient Successful Outcome Complications, Infections, Readmissions High-Cost Successful Outcome A Single Payment For All Care Needed For A Condition $ Comprehensive Care Payment or “Global” Payment
- 14. Develop performance measures for assessing the healthcare quality outcomes Guide the collection, validation, and analysis of measurement data Publicly report measurement results for healthcare providers,purchasers and consumers Share best practices with the WCHQ community WCHQ is a 501-C3 voluntary reporting entity The purpose
- 16. Wisconsin Health Information Organization • The WHIO Health Analytics Exchange At-a- Glance -- The Exchange contains claims data that spans multiple care systems and services provided statewide -- The Exchange holds a rolling 27 months of claims data on the majority of people in Wisconsin -- The Exchange contains 7.3 million “episodes of care” which capture the patient quality and cost experience over time with conditions such as pneumonia, diabetes, congestive heart failure and 750 others.
- 17. Provider Detail – Diabetes Cost Index List
- 18. Provider Overview – Cost Ranking
- 19. WHIO Cost vs WCHQ Clinical Quality
- 20. We must revolutionize healthcare delivery but how?
- 21. Results using Lean • Group Health of Puget Sound reduced E.R. visits by 29% using their medical home redesign resulting in a $10/pm premium reduction to customers • Bolton U.K., reduced Stroke mortality by 23% over 18 months • ThedaCare’s redesigned inpatient Collaborative Care unit has achieved 0 medication reconciliation errors for 3 years running and the cost of inpatient care dropped by 30% www.createhealthcarevalue.com • St. Boniface Winnipeg, Canada has the best cost/weighted case(Canadian measure for inpatient cost efficiency) for an academic medical center in Manitoba, and is second in all of Canada Source: Health Affairs 2009, Volume28, No: 5:1343-1350, America Journal of Managed Care, September 2009
- 22. The Methodology of Lean
- 23. - OSHA Recordable Injuries - HAT Scores - Employee Engagement Index - Operating Margin - Productivity Financial StewardshipPeople Safety/Quality - Preventable Mortality - Medication Errors - Access - Turnaround Time - Quality of Time 12/15/09 Draft. 6 Customer Satisfaction TRUE NORTH METRICS
- 24. Hoshin Kanri • Hoshin – ho – method or form – shin – shiny needle or compass “method for strategic direction setting” • Kanri – control or management • Strategy Deployment = Hoshin Kanri – process to embed strategy – Target and Means
- 25. A3 • As a standard process, it becomes easier for you – To describe key ideas to others, and – to understand others • It fosters dialogue within the whole organization • It develops problem-solvers • It encourages front-line initiative • Teaches scientific method
- 26. Background Why are you talking about it ? Current Situation Where do we stand ? What’s the problem? Analysis - What is the root cause(s) of the problem? - What requirements, constraints and alternatives need to be considered? Goal Where we need to be? What is the specific change you want to accomplish now? Plan What activities will be required for implementation and who will be responsible for what and when? Recommendations What is your proposed countermeasure(s)? Follow-up How we will know if the actions have the impact needed? What remaining issues can be anticipated ? A3 or PDSA: What Are Talking About?
- 27. Title: System Safety A3 (Hospitals, TCP, Senior Svs. Support Areas) 2. Current Conditions1. Background • Our paradigm tolerates risk & errors. • Healthcare nationally harms 5 million pts/yr and kills nearly 100,000 pts/yr-minimal change since original IOM report (To Err is Human) released in 1999. • Our employees are at risk in the workplace. • Sub-optimal safety = avoidable cost ($$$) to ThedaCare and the national healthcare system. • Our expectations r/t safety are unclear. • We lack a true culture of safety limiting our awareness of the problem and effective interventions…..”not my problem”. • Safety resource needs unclear. • ThedaCare leadership’s behaviors and actions do not always align with safety as a top priority. 3. Goals and Targets 4. Analysis (Initial thoughts) Safety A3 Gap Analysis • Team: Page A © 2007 5. Proposed Countermeasures 7. Follow-up• 6. Plans: Revision #4, Date: 03/30/09 Sponsor: Leader: Greg Long, MD, CMO Facilitator: Sensei: Culture of Safety Report Card! 1) Realize anyone can make a mistake! D 2) Create safe environment to report errors. C- 3) Create collegiate interactive healthcare teams.C+ 4) Barrierless communications. C- 5) Teams with mutual human caring & support. B- 2009 Safety A3 Initiatives Division Initiative Baseline 2009 Target (50%improvement) AMC/TC INR (% percentage of pts in safe range 64.60% 82.30% OSHA recordables lifting/handling) AMC-2.45 AMC - 1.22 TC-2.92 TC-1.56 Medication Reconciliation TBD 50% improvement Safe Patient Care NA Nat'l Patient Safety Goals Met Care Giver Communication Physician Services INR (% percentage of pts in suboptimal range 7.60% 3.80% OSHA recordables lifting/handling) 1.29 0.55 Sr Services Falls 180 90 OSHA recordables lifting/handling) 10.2 5.09 Medication incident reporting 168 252 New London INR (% of pts in safe range) 40% 70% Riverside INR (% of pts in safe range) 40% 70% 7% 6% 5% 4% 3% 2% 1% 2009 Target = 3.8% UNSAFE INR 2007 2008 4 Known Deaths in 2008 10 9 8 7 6 5 4 3 2 1 Target 2009 OSHA RECORDABLES AMC/TC TCP SR SV 2008 Actual 2008 Thanks! This environment is not judgmental so I feel safe in reporting! Great job recognizing that safety problem and telling someone! Cause Countermeasure Description Responsible Patient 1) Involve patient & family in creating safe environment 1) Create standard work that actively involves the patient & their family in creating a safe environment 1) People 1) Staff competency & training 1) Develop competency of staff related to risk assessment & anticipation 1) 2) Culture of Safety within ThedaCare 2) Educate & train, modify behavior toward culture of safety of all staff & physicians; anticipate safety/error issues 2) Roger G. JMichael G. 3) Problem solving daily by all 3) Train all manager level and above employees in TIS problem solving (eg., A3 & A4 use) 3) Roger G Katie B 4) Embrace standard work 4) Performance to standard work is assured as it becomes a way of life for all staff (purposeful variation is acceptable) 4) Process 1) Standard work creation & compliance 1) Develop, imbed, sustain standard work, including evidence- based medicine pertaining to safety 1) Division leaders 2) Failure Mode Effect Analysis (FMEA) 2) Apply FMEA to key processes 2) 3) Standard work for assessing safety issues 3) Align assessment results with appropriate intervention. 3) 4) User-friendly reporting 4) Devise user-friendly reporting tool & process that insures maximum, non-judgemental reporting by all employees Policy 1) Safety assessments 1) Operational staff assess safety each shift with celebration of defect-free performance 1) 2) Amend bylaws & TC policies 2) Amend and enforce hospital bylaws & TC policies outlining expected behaviors r/t safety 2) Humana Resources Robin Wilson 3) Align gainshare with safety 3) 3) 4) Add safety to target state in TIS events Plant 1) Safety in new building 1) Continue to build/design safety into the environments 1) 2) Reduce sprains & strains to TC employees 2) Assess causes of injury to our staff & "invest" in training, tools, techniques to eliminate injuries. 2) Matt Digman 3) Safeguard our facilities 3) Assess & implement tools & techniques to eliminate pt/staff injuries…invest $ if needed. 3) People Process Patient No clear expectations for safety Don't involve patients & families in safety efforts We don't know w hat an error-free environment looks like Physician data not shared Patients don't take ow nership of promoting safety Lack culture of safety No easy, effective reporting Leadership inconsistent in safety message Standard w ork/guidelines not alw ays follow ed Providers/staff don't buy in Not anticipating /proactive We don't give + feedback for positive behaviors Rely on lagging indicators No prompts to remind Safety externally focused-"compliance" Fear of challenging and punishment Dedicated safety rounds not done Injury/errors are accepted RCA doesn't focus prompts/.behaviors Lack of Near misses accepted Not enough safety training Unwavering Disruptive behavior Safety not alw ays addressed Focus Don't consider safety w hen making purchasing decisions Safety not considered in purchasing decisions Lack of incentive to improve Current unit layout does not support safe practice Old policy not reflecting new practice We allow defects in w ork environments/practices to save $$ New policy deployment time consuming process Hazards not completely removed fromw ork-place; risk for staff/pts Bylaw s & TC policies don't reflect Not investing $$ in safe w ork place behavioral expectations Not all w ork areas injury-proof Policy Plant Target = 0 EXPECTED ACTUAL PREVENTABLE MORTALITY 3% 2% 1% 2007 - 2008 MEDICATION ERRORS Per 1,000 Doses 2008 2009 2010 2011 2012
- 28. Deploying Level 1 Priorities to Level 2ThedaCare’s Strategic Plan Safety (level 2) People (level 2) People level 2 A3 Safety (level 2) Safety (level 2) Safety (level 2) Safety (level 2) Safety (level 2) Safety level 2 A3 Shared Growth (level 2) Shared Growth (level 2) Shared Growth (level 2) Shared Growth (level 2) Shared Growth (level 2) Shared Growth level 2 A3 Productivity (level 2) Productivity level 2 A3 Safety A3 (level 1) People A3 (level 1) Shared Growth A3 (level 1) Productivity A3 (level 1) Plan Plan Plan Plan ThedaCare’s Breakthrough Objectives “Measurably Better Value” Cross Function Team Cross Functional Team Cross Function Team Cross Function Team Cross Function Team Cross Function Team Cross Function Team Cross Function Team Cross Functional Team Cross Function Team Cross Function Team Cross Function Team Cross Function Team Cross Function Team Cross Functional Team Cross Function Team Cross Functional Team Problem statement, background and targets deployed
- 29. Patient Notes P/A Capacity Working Hrs Freq Handover P/A Capacity Working Hrs Freq Nurse Obs P/A Capacity Working Hrs Freq Dr Assm’t P/A Capacity Working Hrs Freq Imaging P/A Capacity Working Hrs Freq Dr Review P/A Capacity Working Hrs Freq Spec’ Rev P/A Capacity Working Hrs Freq Nurse Obs P/A Capacity Working Hrs Freq Dr Assm’t P/A Capacity Working Hrs Freq Imaging P/A Capacity Working Hrs Freq W/Round P/A Capacity Working Hrs Freq Nurse Obs P/A Capacity Working Hrs Freq Physio P/A Capacity Working Hrs Freq W/Round P/A Capacity Working Hrs Freq Discharge GPHome Home Community Hospital A&E MAU Medical Wards 20 10 20 13 22 10 20 10 43 6 35 7 15 9 120 12 480 15 1080 8 360 1440 4320 12 1440 8 1440 15 WT = 9415 PT = 1615 Bed Management Patient Data System P/A Capacity Working Hrs Freq Pathology P/A Capacity Working Hrs Freq Pharmacy P/A Capacity Working Hrs Freq DLN
- 30. VIDEO
- 32. Potential Value Streams The Patient/Process Matrix Care Delivery Process Steps Health Maintenance Prevention Minor Episodic Illness/Injury Major Acute Distress Elective/Restorative Procedures Chronic Disease Management Episode Treatment Groups Imaging Collaborative Care Ambulatory Patient Experience Example: Physical + preventive care Example: Heart Attack Example: Hip Replacement Example: Diabetes Example: Sore Throat 0:/center/2008/ppt/processmatrix
- 33. The 7-Week Cycle of an R.I. Event • 3 weeks before – Value Stream review, Event Selection, Select Team Leader/Co-Leader and team members estimated financial, quality and staff impact • 1-2 weeks before – RI Checklist, preparation .. Cell Communication, aim statement, measures day 1 - current conditions day 2 – create the future day 3 - run the new process day 4 - standard work day 5 - presentation 1st week after - Capture the savings 2nd week after – Update Standard Work 3rd week after – CFO validation •Step 1 “Identify” waste •Step 2 “Eliminate” waste
- 37. Continuous Daily Improvement • Front line workers and supervisors able to solve problems, and sustain improvements. • PDSA Process • No. of defects identified(front line staff defect huddles) • Number of Staff ideas implemented
- 39. Color Coding on Tracking Tools Same colors used – light red/light green for tracking information.
- 40. What is a lean management system?
- 42. Can you say yes to these three questions every day? • Are my staff and doctors treated with dignity and respect by everyone in our organization? • Do my staff and doctors have the training and encouragement to do work that gives their life meaning? • Have I recognized my staff and doctors for what they do?
- 43. White coat leadership vs. Improvement leadership • All knowing • “In charge” • Autocratic • “Buck stops here” • Impatient • Blaming • Controlling • Patient • Knowledgeable • Facilitator • Teacher • Student • Helper • Communicator • Guide
- 47. 47 A Community of Problem Solvers Delivering MBV 5 10 15 ?? K Lean “Grad” School .We are Here 100% of employees are problem solvers improving something every day!!! Time (years) Education/SkillLevel
- 49. Safety/Quality 0% 10% 20% 30% 40% 50% 60% 70% 80% AMC Inpt Oncology AMC 2S TC 2nd Floor AMC 3SW Lean Management Pilot Managers Percent Safety/Quality Driver Improvement over 2008 Baseline Note: Each unit with between 3-6 drivers /All units have different drivers Falls Coumadin Education Pain Assessment 1st Call Bed Access Turnover Staff competency Delays in access Interactions within 4 days of DC
- 50. Employee Engagement -10% 0% 10% 20% 30% 40% 50% Would recommend organization Organization Inspires Me Likely to be here in 3 yr. Will put forth effort to help org succeed Understands how daily work contributes to mission 2009 Employee Opinion Survey Percent Improvement Lean Management Pilot Units 2008 vs 2009 Cancer Services-BPS Radiation Oncology-BPS AMC 2S-BPS TC 2nd Floor-BPS AMC 3SW-BPS TC OB-BPS
- 51. 51 NEW DELIVERY MODEL RESULTS 51 Financial StewardshipPeople Safety/Quality Customer Satisfaction • from 80% to 93% within safe range • from 20% to 96% Plan of Care first pass • from 5% to 80% labs within 15 min. • 100% option to be seen today • visit encounters per HRS worked .05 • AR days by 10 • employee & physician satisfaction
- 56. Network Purpose • Accelerate the lean transformation journey for each organization • Multiple small learning communities • Spread of current best practices • Drive change in the larger healthcare system • www.healthcarevalueleaders.org
- 57. First Network • Gunderson Lutheran • Group Health Cooperative • Hotel-Dieu Grace • Iowa Health System • Johns Hopkins Medical • Lawrence & Memorial Hospital • Lehigh Valley Hospital and Health Network • McLeod Health • Mercy Medical Center – Cedar Rapids • Park Nicollet Health Services • St. Boniface Hospital • ThedaCare • University of Michigan Health System • UCLA
- 58. Second Network • Alberta Health Services • Akron Children’s Hospital • Beth Israel Deaconess • BJC Healthcare • Christie Clinic • Harvard Vanguard Medical Associates • Kaiser Permanente • Provena Covenant Medical Center • Seattle Children’s Hospital • St. Joseph Health System (Orange, CA)