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Mayo Health System
Iowa Health System
Palomar Pomerado Health
Escondido, CA
Beaver Dam Community Hospital
Beaver Dam, WI
*Mercy Hospital, Allina Health System, MN
*Seton Specialty Hospital
Indianapolis, IN
*Northeast Hospital Corporation
Danvers, MA
*St. Joseph's Hospital, St. Vincent Health System
Kokomo, IN
*Hospice of the Western Reserve
Cleveland, OH
*St. Vincent Randolph Hospital
Winchester, IN
*Porter Adventist Hospital Denver, CO
*Cambridge Health Alliance
Cambridge, MA
*Indicates that Rule 4 partners served these clients as part of Kenagy & Associates, LLC |
Rule 4 Consulting's work provided our Mayo Health System participating pilot sites a better understanding of how to tap into the talents and creativity of our frontline staff, empowering them to take a more active role in the improvement work, and promoting an atmosphere of optimism and enthusiasm.
-Mark Lindsay M.D, Quality Officer Mayo Health System
"As a Performance Improvement Analyst, I use the skills I learned from Rule 4 everyday. It helps me keep the work focused on patient care and guides me to think logically and purposefully. I am able to help other leaders view their work in this same way by explaining problems and improvement opportunities through the use of drawings depicting patient information and movement flow. The drawings help people understand the work in a way that is more in-depth and to truly see the problem from a different perspective. It is this perspective that helps them understand and want to become an active participant in improving the work. We used this adaptive approach to learn about how to get supplies to med/surg units when patients need them. Each small improvement led to a significant redesign of our supply chain which was recognized nationally when we received the VHA Leadership Award recognition in April 2008. Rule 4 has changed how we as leaders think, approach our work, and respond to our staff."
-Wendi Andersohn, Mercy Hospital, Allina Health System, MN
"With the help of Rule 4, we've created a much healthier organization."
"Because of Rule 4's help, I'm not being pulled into fixing unit-level problems. And yet I have a much clearer picture of what's happening at the point of care."
-Peter Alexander, CEO, Seton Specialty Hospital, Indianapolis, IN
"Rule 4's ability to connect with the staff and get them thinking about how to address their problems is a skill that we need"
-Pauline Pike, COO, Northeast Hospital Corporation Danvers, MA
"I've "been there" and "done that." Finally, we've found a sustainable path of genuine excellence."
-Kathy Young, CEO, St. Joseph's Hospital, Kokomo, IN
"Even traditional work like projects, data analysis and implementations can be approached adaptively. Not only does this build new skills that work to achieve desired results, ultimately it exposes why traditional work limits our ability to truly innovate."
-Amy Nyberg, Vice President, Planning and Business Development,
Beaver Dam Regional Hospital, Beaver Dam, WI
“We’ve done Lean Cohorts over the past couple of years and what I’ve discovered is that the learning doesn’t continue beyond the cohort projects. Working adaptively, the learning occurs real-time in the course of work. We’re changing the culture one problem at a time."
-Tonia M. Lauer, Quality Officer, Albert Lea Medical Center, Mayo Health System, MN
Microsoft white paper on IT in healthcare: http://www.microsoft.com/industry/healthcare/providers/solutions/adaptivedesign.mspx
Contributing Newsletter: http://www.foryouradvantage.com/
PDF version of Jane S. Braaten and Dorothy E. Bellhouse article in Nursing Economics May 2007. "Improving Patient Care by Making Small SustainableChanges:A Cardiac Telemetry
Unit’s Experience."
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