Habitual Excellence, Presented by Value Capture

By Value CaptureBusiness Management

Habitual Excellence, Presented by Value Capture episodes

December 07, 2022Washington Health System CEO Brook Ward on Innovation and Iteration for Nursing and Patient Care
President and CEO of Washington Health System
Episode page with links, transcript and more: https://valuecapturellc.com/he74
Welcome to Episode #74 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is Brook Ward, the President and CEO of Washington Health System (WHS) in Washington County, Pennsylvania, in that role since July 2019. From 2010 to June 2019, he served as Executive Vice President and Chief Operating Officer.
In his role, Brook provides leadership, direction, and administration across the entire Washington Health System, which includes a large community hospital, a small rural hospital, a 70-provider physician group, a community wellness center, residency and fellowship programs, a school of nursing program and onsite medical simulation center and joint ventures in the areas of hospice, senior living, home health, cancer center and others.
Brook is a graduate of Grand Valley State University, Grand Rapids MI, with a master’s degree in Public Administration (MPA). He also has a Bachelor of Science in Health Care System Administration from Ferris State University, Big Rapids MI and received an Associates of Allied Science in Radiology from Ferris State University.
Today we’re going to be talking about how the WHS has never (I repeat, never) used a traveler nurse in their system. Acknowledging the travel nurses are skilled and they're good people, Brook makes a compelling case that quality and safety is better with full time staff members who are not "strangers" to the organization and how they do things. Brook also discusses the program that they created (and continue to iterate) that's win/win/win for the system, staff, and patients.
In today's episode, Brook talks with host Mark Graban, about topics and questions, including:
How bad are the staffing challenges in your area?

Biggest concern - not just economics, but safety for patients and staff

Great people, but there’s a risk… safety, morale, not knowing our systems

It's their "fourth or fifth iteration" -- what's the latest iteration and change?

Staff get almost the same comp by picking up extra shifts, without needing to travel

Telling peers about it — can’t get people too interested?? Why?

Expense gets talked about more… is there research about the impact? Future retrospective studies??

Iteration — Impact of extra shifts over time??

Meeting with nurses to learn what’s working and not working

Risk of burnout and fatigue — constant dialogue

PILOT — Inpatient innovation unit to pilot and test things around team-based nursing

So speaking of safety, you created a safety index — tell us about that? "Washington Hospital Patient Safety Score"

Tell us about the Washington Performance System — respect, their version of Lean/TPS — your key influences??

"Permission to try things and fail” — how to create that culture?
Click to visit the main Habitual Excellence podcast page.
41 min
December 06, 2022Using a Rapid-Cycle Learning System to Tackle Turnover & Attrition [Webinar]
View the slides, video, and more
Presented by two leaders from Duke HomeCare & Hospice:
Cooper Linton, Associate Vice President, Duke HomeCare & Hospice
Janet Burgess, Director Patient Care Services
Mike Radtke, from Value Capture, will also be part of the Q&A
Duke Home Health (DHH) faced a crisis of nursing turnover, even before COVID hit. Staffing retention is a major issue across all of healthcare -- please join us for this impactful and practical webinar regardless of where you work within the broader healthcare system — home health or otherwise!
Powered by a system-wide quest for zero harm throughout Duke Health, DHH leaders used this philosophy and accompanying principles to identify root causes, then build rapid-cycle learning into improvement and management systems. Investigation revealed poor staff engagement and excessive work-process burdens, leading to significant negative patient impact, referring-customer dissatisfaction, and financial harms.
To resolve these problems, DHH’s rapid-cycle learning system, rooted in the principle of respect, involved:
Understanding of current condition

Leadership behavior changes to quickly respond to staff needs, remove barriers, and coach problem-solving

Tiered-huddle management system to elicit and escalate problems, especially safety problems, and vitally, ensure psychological safety so frontline staff and managers raise issues

The willingness to shed traditional leadership methods, to experiment, iterate and be perpetual learners
So far, RN turnover has been reduced from 75% to 18% (annualized rates).
These lessons are transferrable to many different settings, so please attend if you work outside of home care.
Learning Objectives
This session will provide practical tips on how to design systems that produce:
Responsive, supportive, effective leaders

Empowered, engaged safe employees

Better patient and financial outcomes
1 hr 4 min
November 29, 2022Learn How to Reduce Nursing Turnover and Attrition in Healthcare — Free Webinar
Webinar preview -- Register here to watch live or get the recording
Nursing turnover is very likely costing your organization millions of dollars. But you don't have to just accept that… you can fix it.
I'm happy to be moderating a webinar that is being hosted by Value Capture, presented by two leaders from Duke Health who have reduced nursing attrition from 75% to 18% (annualized rates) in just over a year.
Using a Rapid-Cycle Learning System to Tackle Turnover & Attrition
It comes down to leadership.
Duke HomeCare & Hospice reduced nursing turnover from 75% to 18% in one year's time.
The same principles and systems they used can work in ANY type of healthcare setting!
Join us for a free webinar on December 6th, presented by Cooper Linton and Janet Burgess, two leaders from that organization.
How did they reduce nursing attrition? How did their teams do this?
They worked hard to understand the current condition, instead of jumping to solutions

Leaders changed their behaviors to quickly respond to staff needs, remove barriers, and coach them on problem-solving (instead of having all the solutions themselves)

Their tiered huddle management system, with a focus on psychological safety making it safe for them to raise issues so safety problems and other issues could be solved

Leaders were willing to shed traditional leadership methods, to experiment, iterate and be perpetual learners.
Now you can learn from them – their process and their results.
Join us Tuesday December 6th from 1 to 2 pm eastern – it's free… join us live or we'll send you the recording.
3 min
November 02, 2022HSS CEO Lou Shapiro on Culture as Strategy & How to Sustain Habitual Excellence
Episode page with video, transcript, and more
Joining us today as our guest is Louis (Lou) A. Shapiro. He is the President and Chief Executive Officer of the Hospital for Special Surgery HSS. He has served in this role since October 2006.
Under Lou’s leadership, HSS has experienced significant growth, expansion of facilities and recognition as the world leader in its specialty areas of orthopedics, rheumatology and their related disciplines.
Lou has more than 30 years of healthcare experience, including as Executive Vice President and Chief Operating Officer of Geisinger Health System in Pennsylvania, and as a leader in the healthcare practice at McKinsey & Company. He began his career at Allegheny General Hospital in Pittsburgh, where he served in a number of capacities.
Today we’re going to be talking about how the culture at HSS contributes to their habitual excellence, including 13 years being ranked #1 at what they do as a specialty hospital for musculoskeletal care. What's the role of hiring the best of the best and how does a culture help them thrive and stay? What can be learned from the HSS approach that delivers such great value, including incredibly low infection rates.
In today's episode, Lou talks with with host Mark Graban, about topics and questions including:
Patients being willing to travel to HSS for better care and service (Net Promoter Score of 94)

HSS will be celebrating its 160th year anniversary

Do other organizations who are losing patients to HSS look to them for how to improve and compete?

Why Lou doesn't compare HSS to anybody else

Sharing data transparently

Culture as strategy

Would the HSS management model and culture translate to a general hospital or system?

Commitment to culture on top of hiring the very best (and keeping them)

Breaking down tradeoffs: better flow, faster care can also be more caring care, higher quality care, safer care

Comparing costs - not just per episode, but across the continuum including conservative care

The importance of not becoming a commodity

Being visible and accessible as a leader

"Excellence" as one of the values of the organization and realizing you're not perfect

Aiming for and wanting ZERO injuries, infections, complications and ZERO dissatisfied patients
39 min
October 21, 2022Seizing the Healthcare Safety Opportunity: Using the “Playbook” of Paul O’Neill [Webinar Recording]
Get slides and more
Presented on October 18, 2022
Presented by
Ken Segel, CEO of Value Capture

Mark Graban, Senior Advisor with Value Capture.
In healthcare organizations, the COVID crisis has damaged workers’ safety, both physically and psychologically. Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff.
It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways.
Paul O’Neill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Capture’s first non-executive Chairman, relentlessly demonstrated a leadership “playbook” that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure.
The webinar will bring O’Neill’s approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook."
Learning Objectives
At the end of this webinar, you will understand:
The differences between the framework demonstrated by Paul O’Neill vs. typical leadership approaches

Applications of the "playbook" principles via case examples that illustrate each critical component

How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures

The breakthrough results that have been achieved through this approach
The recording page also includes "deeper dive" information including:
Video clips

Free eBooks

Podcast episodes

Blog posts

And more
1 hr 5 min
October 05, 2022Webinar Promo: Seizing the Healthcare Safety Opportunity: Using the “Playbook” of Paul O’Neill
Register for the webinar
Attend live on October 18 at 1 pm ET, or register to see the recording using the same link
Presented by
Ken Segel, CEO of Value Capture

Mark Graban, Senior Advisor with Value Capture.
In healthcare organizations, the COVID crisis has damaged workers’ safety, both physically and psychologically. Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff.
It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways.
Paul O’Neill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Capture’s first non-executive Chairman, relentlessly demonstrated a leadership “playbook” that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure.
The webinar will bring O’Neill’s approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook."
Learning Objectives
At the end of this webinar, you will understand:
The differences between the framework demonstrated by Paul O’Neill vs. typical leadership approaches

Applications of the "playbook" principles via case examples that illustrate each critical component

How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures

The breakthrough results that have been achieved through this approach
5 min
July 26, 2022Leading With Safety: Leah Binder and Dr. Rick Shannon
Episode page with video clip, transcript, and more
Welcome to Episode #71 of Habitual Excellence, presented by Value Capture.
Joining us today as our guests are Leah Binder and Dr. Richard Shannon.
Leah Binder is President & CEO of The Leapfrog Group, representing employers and other purchasers of health care calling for improved safety and quality in hospitals. Under her leadership, The Leapfrog Group launched the Leapfrog Hospital Safety Grade, which assigns letter grades assessing the safety of general hospitals across the country.
Richard P. Shannon, MD serves as the Chief Quality Officer for Duke Health. He is responsible for the overall direction, leadership and operational management of the quality and safety programs of Duke Health, and provides leadership in strengthening a quality culture where everyone is engaged and respected.
Leah and Rick are both amongst the great lineup of presenters at an executive seminar that’s being hosted by Duke Health in Durham, NC — on September 15th and 16th — titled “Leading with Safety.”
Today we’re going to be talking about the urgent need to improve safety and quality in healthcare — and what leading organizations are doing to make progress toward ideal care and zero harm.
In today's episode, Leah and Rick talk with host Mark Graban, about topics and questions including:
How would you describe the landscape of patient safety today?

20 years since the IOM Report - accelerating in the past decade? Getting worse during the pandemic?

Headline: “U.S. Hospitals Are Getting Safer for Patients, Study Finds” - Certain adverse events down from about 20% of patients to 10%… thoughts?

What’s the difference between the Leapfrog Hospital Safety Grade and the Leapfrog Hospital Survey / ASC Survey?

Beyond the grades, what do you see happening in the A hospitals vs. the others with lower grades??

Rick — Tell us about Duke Health’s language around having a “commitment to zero harm” and how that’s not just a slogan? How do you make practical and meaningful progress toward zero harm?

Leah — How do employers look at the issue and what are they asking for or demanding now?

Why are we doing this seminar for CEOs and the C-suite instead of quality leaders??

Rick, why host the seminar at Duke Health?

The Consolidated Appropriations Act of 2020
45 min
July 19, 2022Dr. David Zaas on Lean Management Systems in Healthcare
CEO for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health.
Welcome to Episode #70 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is David Zaas, MD, MBA. He is the chief executive officer for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health.
Dr. David Zaas is a pulmonary and critical care medicine physician with an interest in advanced lung diseases and lung transplantation. Dr. Zaas's research interests have focused on improving outcomes from lung transplantation including the role of infectious complication and organ rejection. Dr. Zaas is also actively engaged in the education of students and graduate trainees as well as a leader in hospital administration.
Dr. Zaas graduated from Yale University in 1994.
He completed his medical degree at Northwestern University in 1998 and did his internship and residency at Johns Hopkins Hospital. He completed his fellowship training at Duke in Pulmonary and Critical Care Medicine in 2005.
He formerly served as medical director for lung transplantation at Duke. Dr. Zaas joined the MUSC faculty in 2020 and he is a professor of medicine at MUSC.
In today's episode, Dr. Zaas talks with host Mark Graban, about topics and questions including:
If a lean management system is the solution, lets talk first about the problem statements that make an LMS necessary and helpful… what is the biggest pain point or problem?

How has that problem statement evolved with Covid?

The mistake of jumping in - can be compassionate about that...

“How do we develop trust… absolutely critical…”

Tips for starting to build trust — can’t just order people to trust you?

“Wish we had started it earlier…”

How do you define a Lean management system – what are the major components?

“Help chain” — tell us more about what that means and how that works…

“Long standing commitment to just culture”

Zero harm as a goal - articulating that in an inspiring way?

How do you incorporate goals and values around diversity and inclusion? How do you SHOW that treat everybody with dignity and respect?

How do the right mindsets, principles, and behaviors influence the actions of leaders in a LMS?

How does the LMS affect your workforce?

How does it help develop people?

What’s your biggest lesson learned about LMS? Something you would have done differently? — evolution and improvement
47 min
June 14, 2022Dr. Susan Moffatt-Bruce on the Science and Culture of Continuous Improvement
Episode page with video, transcript, and more
Welcome to Episode #69 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is Susan Moffatt-Bruce, M.D., Ph.D. M.B.A., FRCSC. She is a thoracic surgeon and she is the Chief Executive Officer at the Royal College of Physicians and Surgeons of Canada.
She was previously executive director of The Ohio State University’s Wexner Medical Center University Hospital.
Prior to that, she was the OSU Wexner Medical Center’s first chief quality and patient safety officer. She and her team were celebrated for their success in reducing patient safety events and hospital re-admissions.
Dr. Moffatt-Bruce completed medical school and residency in General Surgery at Dalhousie University. She undertook a PhD in Transplant Immunology at the University of Cambridge, England, and completed her Cardiothoracic Surgery fellowship at Stanford University, California.
She also trained at Intermountain Healthcare, the Institute for Healthcare Improvement, Harvard School of Public Health. Dr. Moffatt-Bruce has a Lean Six Sigma Black Belt certification. She earned her Masters of Business Operational Excellence and her Executive Masters of Business Administration at the Fisher College of Business at the Ohio State University.
In today's episode, Susan talks with host Mark Graban, about topics and questions including:
How did you get interested in the practice of continuous improvement?

“Science of continuous improvement”

Engaging surgeons in continuous improvement?

From singular improvements to a System level — How would you describe a “Culture of Continuous Improvement” in healthcare?

Successes — examples and impact?

Reducing patient safety events

Reducing hospital re-admissions

Challenges and lessons learned - things you would have done differently?

MBOE program — any other surgeons in that program? What did you learn about C.I. through that?

Aravind Chandrasekaran - Episode 25, academic director

How would you suggest others get started in their organization?
Click to visit the main Habitual Excellence podcast page.
38 min
June 01, 2022Jeff Hunter on Managing Strategy with Focus and Agility
Episode page: https://valuecapturellc.com/he68
Joining us today as our guest is Jeff Hunter, the President of Jeff Hunter Strategy.
He is the author of Patient-Centered Strategy: A Learning System for Better Care, published by Catalysis in 2018.
Jeff is on the faculty of Catalysis, and the Donald J. Schneider School of Business and Economics at St. Norbert College.
From 1991 until his retirement in 2015 he was the Senior Vice President, Strategy and Marketing for ThedaCare, a healthcare system based in Appleton, Wisconsin.
Jeff received his B.S. in Economics from the University of Detroit and his M.A. in Health Services Administration from the University of Wisconsin-Madison.
In today's episode, Jeff talks with host Mark Graban, about topics and questions including:
As we shift to a new mode of the pandemic — living with Covid — What are you hearing from healthcare leaders about what’s required next?

Hearing a lot of “Thank God I had the Lean management system” for the pandemic - discipline, standard work

How do you define strategy? Not just a binder…

Strategy plan vs. strategy?

Differentiation — what differentiates us? Not imitating

From budgeting to financial forecasting (beyond budgeting)

Strategy plan or hypothesis? - PDSA cycles — Roadmap or GPS?

Strategy formulation and strategy deployment??

Lot of choices that have to be made? How to make better choices? Better choices more quickly?

How do you define a management system, a strategic management system? What makes it really work?

Reinvigorating the management system, but learning from the first time
Click to visit the main Habitual Excellence podcast page.
28 min

About Habitual Excellence, Presented by Value Capture

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Do you want to create a healthcare organization that strives for zero harm through principles-based leadership, Lean practices, and real-time, root-cause problem solving? We share conversations with…

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