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QMS Infrastructure

QMS Infrastructure. Roles and Responsibilities. Learning Objectives. Become familiar with the organizational roles and responsibilities for successful completion of projects. Understand key roles and how you fit in. Understand why projects require management support to make them successful.

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QMS Infrastructure

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  1. QMS Infrastructure Roles and Responsibilities

  2. Learning Objectives • Become familiar with the organizational roles and responsibilities for successful completion of projects. • Understand key roles and how you fit in. • Understand why projects require management support to make them successful. • Understand the need for a supportive system and infrastructure to assure projects are aligned with the business strategy. 6170 Performance System.v1 1 .PPT

  3. The Need for Infrastructure and Roles VisionPriorityPathDefine Steering Committee Champions TeachSupportConsultMeasure Communication and Coordination Service Line Councils Business Process Committees Black Belts Black Belts Green Belts Yellow Belts Yellow Belts Green Belts MeasureAnalyzeImproveControl Quality Professionals 6170 Performance System.v1 2 .PPT

  4. Key Roles of Executive Leadership • Sets goals and targets • Establishes system to support projects • Deals with critical cultural resistance • Reviews organization performance and aligns to strategic plans 6170 Performance System.v1 3 .PPT

  5. Key Roles of the Champion • Selects critical projects, leader(s), and team members • Provides management, leadership, support, and mentoring to peers and leaders • Removes organizational obstacles • Provides approval and support • Asks the right questions • Upholds systematic methodology and tools • Provides recognition and rewards • Communicates with executive management and peers 6170 Performance System.v1 4 .PPT

  6. Key Roles of the Black Belt • Develops, coaches, and leads multi-functional improvement teams • Keeps Champion informed of project progress • Mentors and advises management on prioritizing, charting, and launching projects • Uses and teaches tools and methods to Green Belts, Yellow Belts, and Subject Matter Experts • Actively seeks to use the Lean and Six Sigma Breakthrough steps to solve chronic problems, remove waste, and plan new services or products • Learns to align projects to local business objectives • Provides project management, facilitates, and leads teams • Is trained and certified in the appropriate toolset 6170 Performance System.v1 5 .PPT

  7. Key Roles of the Team Member • Participates on a project as a Subject Matter Expert • Attends project meetings • Completes assignments between meetings • Actively participates and contributes expertise to project • Listens to others’ ideas • Uses Lean and Six Sigma tools appropriately • Is trained on the basic Lean and Six Sigma toolset 6170 Performance System.v1 6 .PPT

  8. Key Roles of the Process Owner • Manages the process to be improved • Commits to: • helping teams understand the current process • implementing the proven remedies at the Improve Phase • maintaining the process at the Control Phase • Institutionalizes team-developed procedures, standard work, templates, and tools • Responsible for “holding the gains” • Ensures continued incremental improvement • Maintains all project documentation at the completion of the project 6170 Performance System.v1 7 .PPT

  9. Key Roles of the Physician Leader Represent clinical content with special attention to professional or evidence based practice. Provide the voice of the clinical care providers. Support change management throughout the MCP practice. Integrate practice management into an academic endeavor—reporting and publishing practice innovations. 6170 Performance System.v1 8 .PPT

  10. Business Process Team Members are physicians that carry out the roles of the business process owners. Business process owners are responsible for: Ensuring system-wide standardization of key processes, with special focus on evidence based practice. Recommending annual and multi-year performance targets to the oversight committee. Developing and monitor control plans for Key Performance Indicators (KPI’s). Reporting KPI results and trends to the oversight committee. Recommending improvement projects to the oversight committee. Integrating with the work of the other committees. Addressing structural and resource issues. Typical Physician Roles Business Process Team Member Time Required: 2 – 4 hours per month as team member; 8 hours per month as team leader or process owner 6170 Performance System.v1 9 .PPT

  11. Typical Physician Roles Project Team Member • Project Team Members are those who participate in the current process that a project is improving. They can represent an area of expertise and/or major activity.As a Project Team Member, the physician participates in the following activities: • Participates on a project as a subject matter expert • Attends all project meetings • Completes assignments between meetings • Actively participates and contributes expertise to project • Listens to others’ ideas • Uses Lean and Six Sigma tools appropriately • Is trained on the basic Lean and Six Sigma tool set Time Required: 2 – 4 hours per week while participating on an active project (can be more during a rapid improvement project) 6170 Performance System.v1 10 .PPT

  12. Typical Physician Roles Process Expert of Ad-Hoc Team Member • Ad-hoc Team Members are those who participate in an improvement project on an as-needed basis.As an Ad-hoc Team Member, the physician participates in the following activities: • Contributes to a project as a subject matter expert • Attends project meetings when required • Completes assignments as requested Time Required: varies: 1 – 4 hours per week during parts of the project. 6170 Performance System.v1 11 .PPT

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