Implementation and the Process of Ongoing Improvement (DRAFT)

Abstract

Whereas the concepts and tools described in this book are intuitive, simple, and easy to understand, their implementation and the process of ongoing improvement are not trivial and require a great deal of management attention. The chapter describes the change-management process. It starts with a full business/functional diagnosis of the organization and goes through an implementation plan draft, training and knowledge transfer, and establishing value enhancement teams. Then, the organization should establish tools for monitoring and control and ensure sustainability through a process of ongoing improvement. The chapter also presents the 3–1–1 model for implementing changes in hospitals. As hospitals are highly complex organizations with multitudes of entities with many interactions among them, the 3–1–1 model guides managers where to focus their efforts. The process of ongoing improvement can use the “traffic lights” system for sustainability and continuous value creation.