On balancing work, curveballs of being a dad

On this podcast, Referral Coordinator at Mayo Clinic, Toni Mangskau, explains clinical trials.

On this podcast, Dr. Sandhya Pruthi from Mayo Clinic's Breast Diagnostic Clinic discusses breast cancer awareness.

In our first episode of this mini-series, we discussed what led Mayo Clinic to developing a quality program and how they decided a blend of methods was best.  We ended with Mayo Clinic assessing their system and knowing that to get standardized best practices across 50 locations, they would need fundamental changes toward customers, workforce, operation, and information and knowledge management.  In this episode, we discuss all of that, and a little more.  Customers:  Mayo Clinic realized the immediate patient was their customer, but there are so many more stakeholders. They developed key questions to help develop best practices for all stakeholders. Workforce:      Mayo Clinic had to consider what the entire workforce would need to meet this new challenge.  So, they developed cross-functional teams…not just physicians decided, everyone was involved.  They also added engineers to the teams to help with process improvements. Operations:     This was interesting.  Mayo found that some clinics had excellent work systems, but they were too difficult to scale.  So, they created a system to identify what to improve, tools and methods needed to make improvements, and how to sustain the change in a cost-effective manner. Information and Knowledge Management: This was a big challenge.  They wanted a software that could capture valid and reliable data, and codify and share the data across the organization.  They realized they would need a carefully designed deployment plan to get everything to act in concert.  Mayo wanted to preserve the founders’ intent to create excellence in healthcare while being ready to change everything else. So far, Mayo Clinic hasn’t changed anything, they are still preparing and planning for the changes to come.  In attempt to approach the challenge of change, leaders asked questions and identified what caused barriers to their desired outcomes and what happened day to day. Mayo developed a Quality Construct to illustrate how culture, engineering and execution align with their vision to provide the best care to every patient, every day. This episode ends with discussion of one of their first projects to actually deploy after planning-the Fair and Just Culture-which encourages every member of a medical team to report anything that doesn’t seem quite right without fear of reprisal.  In our last and final episode, we wrap up this article with some numbers. Learn more about #QualityMatters & Texas Quality Assurance: Learn more about #QualityMatters & Texas Quality Assurance :LinkedIn | Facebook | Twitter  | Instagram  | YouTubewww.qmcast.com | Texas Quality Assurance

This week we begin a quality journey with Mayo Clinic discussing a case study posted by ASQ and written by Mary Beth and James Buckman.  This introductory episode teaches us about Mayo clinic’s innovative mindset from their beginning in the 1880’s.  Mayo Clinic decided from the beginning that they were going to be a physician led organization with a team approach.  Early in the 1900s one of their pioneer physicians, Henry Plummer, pushed for “pooled resources,” wanting one place to keep all physicians’ analysis for a single patient.  The clinic worked to develop procedures and advance consistency across the board.  Engineers were used to help define the system and improve the flow.  This was in place by 1948. In the 1980s, Mayo Clinic went through a huge growth period.  They went from a single location in Rochester to additional locations in Florida and Arizona, launched the Mayo Health System in Wisconsin, Iowa, and Minnesota, as well as developing a medical school and a graduate school of medicine. As Mayo first explored an official quality program, they chose to go with Six Sigma.  While they found that it brought some improvements, it wasn’t the best bang for their buck. Spurred by a report from the Institute of Medicine in 1999, May really began to look at what quality program would be best for them.  Before assessing programs, under the leadership of the then CEO, Mayo recorded the steps they wanted to take toward quality.  This gave them guidance in looking for a program to fit their needs. Mayo explored continuous improvement, Toyota’s total productive maintenance system, the Baldrige Criteria for Performance Excellence, Six Sigma, and lean, as well as looking at companies that had already been through a successful transformation.  The Mayo Clinic really planned well for this and found that companies that used a blend of these programs to develop their own unique approach were most successful. The Clinic created its Value Creation System to blend the different theories they wanted to use and assessed where they stood in terms of systems alignment and readiness.  They also identified strategic challenges.  They knew they were going to have to improve their entire system across 50 locations.  Mayo recognized they needed fundamental changes toward customers, workforce, operations and information and knowledge management. In the next episode, we will discuss how this was achieved Learn more about #QualityMatters & Texas Quality Assurance :LinkedIn | Facebook | Twitter  | Instagram  | YouTubewww.qmcast.com | Texas Quality Assurance