Strengthening Our H3W Operating Model
How Hartford HealthCare Works (H3W) was launched at Hartford Hospital in 2009 and then deployed system-wide, with a strong emphasis on staff engagement, accountability, data collection and analysis, and organizational communication, as well as recognition and celebration.
Monthly team-based work group meetings supported by trained facilitators use a standard agenda and dashboard template as key elements of the H3W model. Employees across the organization have been trained in our H3W Leadership Behaviors designed to create a common culture of respect, accountability, high performance and honesty.
In FY15, a strategic decision was made to strengthen the H3W operating model with the infusion of Lean principles and practices to address the need for greater agility in an ever-intensifying and challenging environment and to address stubborn levels of variability still present in our system.
During FY15 25 senior HHC executives conducted onsite visits to ThedaCare and Mass Mutual (both recognized leaders in Lean), more than 300 HHC leaders were trained in Lean principles, and a Lean daily-management system was implemented in 14 demonstration units in every business unit across the system. Daily huddles with standardized visual tracking centers highlighting key metrics and trended results are now in place on these units, supported by leaders following newly designed standard one-on-one daily coaching and followup. This represents a significant change in how we work each day. We are leveraging internal resources and recruiting external Lean expertise to work with leaders and staff as the model is enhanced.
What we have learned from the demonstration units this year informs further diffusion of our enhanced H3W model across the system. Most fundamentally, this transformation requires that as leaders, we spend our time differently, increase our presence in the workplace; and change how we lead, work, problem solve and support our staff.
The cultural impact of H3W cannot be overstated.
H3W work group efforts from hundreds of department-based work groups have produced remarkable successes, including best-practice levels of hand-hygiene compliance and reductions in patient falls and catheter-associated urinary tract infections. Our robust H3W platform has served us well in confronting operational challenges brought by the “perfect storm” of dramatic cuts in state and federal reimbursements. Embedding Lean in this already-successful model will enable us to further standardize processes and reduce re-work – issues that continue to challenge our ability to become the high-value organization required for future growth.
We will know we have been successful when our staff is more engaged, our patients and families enjoy improved outcomes and experiences, and our system does not depend upon any single individual.