Transcript Document

Labor Management Partnership:
Kaiser Permanente’s strategy for frontline
engagement and performance
March 2014
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Our Labor Management Partnership
• Largest and most comprehensive
labor-management partnership in
the country
• 27 local unions representing
100,000 KP workers (including
nurses, technicians, clerical and
service employees)
The partnership reflects a business strategy to:
• Improve organizational performance
• Deliver high quality care and service to our members
• Involve the union and individual workers in decisions that
affect the workplace
• Make KP the best place to get care and best place to work
Core principles of partnership
“Health care services and the institutions
that provide them are undergoing rapid
change... Now is the time to enter into a
new way of doing business…to unite
around our common purposes and work
together to most effectively deliver high
quality health care and prevail in our new,
highly competitive environment.”
- National Partnership Agreement, 1997
What’s a unit-based team?
Unit-based team: A natural work group of frontline workers,
physicians and managers who solve problems and enhance
quality for tangible results. UBTs work together to:
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Set goals
Review and evaluate performance
Identify and solve problems
Contribute to decisions on budget, staffing and scheduling
KP Value Compass
UBT Path to Performance
Roadmap for team development
Level 1
Level 2
Level 3
Level 4
Level 5
Pre-Team
Climate
Foundational
Transitional
Operational
High-Performing
Learning
Establishing
what a UBT is
structures and
and how it works. norms.
Demonstrating Joint
progress.
leadership,
improved
performance.
Full collaboration
and measurable
success.
Growth of high-performing teams
3,345 unit-based
teams were in place
as of year-end 2013.
1,675 teams, about
50 percent, were
high performing.
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Rapid Improvement Model: Plan, do, study, act
What teams are working on
Efficiency and Cost
Reduction is the single
largest category of
projects. Two years ago
it was 12%.
More than
7,200 UBT
projects were
launched in
2013.
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Ambulatory Surgery Recovery, Moanalua Medical Center, Honolulu
Cutting costs, clutter in the OR
WHAT THEY DID:
Team members created a more organized supply
room by clearly labeling shelves and supplies,
helping them keep better track of their inventory.
They are also maintaining the inventory on a
computer.
RESULTS:
The team saved nearly $10,000 per month by
reducing duplicate and overstocked supplies
for medical center’s operating room.
Respiratory Care, San Jose Medical Center
Getting to zero pressure ulcers
WHAT THEY DID
To reduce reportable hospital-acquired pressure
ulcers (HAPUs), the team set a goal of sustaining
at least a 90 percent completion rate for patient
skin assessments . They did this by:
• Conducting four skin integrity assessments per
patient during each 12-hour shift
• Documenting observations in patient charts
• Electronically tracking assessments weekly
• Auditing assessments monthly
• Posting results with names of corresponding
respiratory therapists
• Providing counseling and encouragement for
those not meeting the goal.
Visit LMPartnership.org for ideas and tools for your team.
RESULTS
Reportable HAPUs
Telemetry, San Diego Medical Center
Patient safety: No one walks alone
WHAT THEY DID
By viewing every patient — not just
some — as a fall risk, this telemetry
UBT successfully piloted a fallsreduction initiative that has drastically
decreased falls hospital-wide.
RESULTS
Falls in a month
Visit LMPartnership.org for ideas and tools for your team.
Infectious Disease/Oncology (Northern California)
Lab gets quicker on the draw
WHAT THEY DID
To shorten wait times for blood draws, this Gilroy
Medical Offices UBT:
• Shifted staff schedules so the lab opens earlier
• Staggered lunch breaks to spread out the loss of staff
on the floor
• Educated physicians to improve the clarity of lab
orders and reduce duplicative orders
• Cross-trained staff members so everyone can register
patients and process specimens as well as draw blood.
If eight or more patients are waiting to have blood
drawn, the team goes into “all hands on deck” mode.
RESULT
Average daily wait time (minutes)
BEFORE
Visit LMPartnership.org for ideas and tools for your team.
AFTER
A model for health care
“Kaiser Permanente is forging a strategy that brings
together a comprehensive model of care, uses technology
sensibly… produces high quality health care and at the
same time empowers employees.
“We know from other industries that you can’t have high
quality services in a service-oriented industry with a
demoralized workforce. The LMP is showing there’s a
better way, and that way could be a model for health care.”
Tom Kochan
Institute for Work and Employment Research
Sloan School of Management, MIT