MESSAGE FROM THE CEO

Time continues to fly by and here we are... 2016 is almost  over! As you start to get ready for the upcoming holiday season, we know that your time is precious. There is always so much to do this time of year. We do hope that you will take a moment to enjoy our next edition of IPeople's newsletter.  


 
We would like to use this opportunity to share announcements, new lean education, and more. For all of you talented report writers out there, any and all tips and tricks can save you time. IPeople is here to help! Through our newsletter we will be sharing tips and tricks that can hopefully help make your life easier.
 
As always, we greatly value you as a customer and are working hard to provide additional value to you.

 
Sincerely,
 
Jenny Blue
Partner and CEO

In This Edition:
 
  • Message from the CEO
     
  • Report Writing Tips and Tricks 
     
  • Product Owner Corner 
  • New Product Releases 
     
  • Lean and Heathcare

 

IPeople's new product releases are available now!

IPeople provides a series of blogs on how lean can benefit your organization. Join us at: blogs.ipeople.com to learn more!
 
 
REPORT WRITING TIPS AND TRICKS 
For Magic and C/S NPR Report Writers 
 
Did you know that MEDITECH's NPR Report Writer has a wonderful built-in tool for viewing the Fields that are available in your chosen Detail segment, as well as any available Child segments? Suppose your Detail DPM is ADM.PAT, and your Detail Segment is main (from Page 1):
 


If you would like to see the Fields available, for Sort Fields, Select Fields, or Report Fields, you can simply type S\ and press <F9>:

You will then see a pop-up window appear displaying your chosen Detail Segment, along with any available Child Segments:


You can double-click on any of the Segments, such as main, to see a detailed list of the available Fields along with additional information about the field such as the data type and maximum length for the field:

 
PRODUCT OWNERS CORNER: 
By Roy Coutts, CSPO
Certified Scrum Product Owner / Data Access
 
At IPeople, we are always focused on evolving our products toward the best fit for our customers. So, without further ado, I would like to announce our new release of IPeople Echo. The wait is over... IPeople Echo 4.0 is here!!
 
IPeople Echo 4.0 has been user inspired, evolved to fit the needs of you, the users . The latest version of the popular IPeople solution delivers remarkable performance and recovery enhancements, includes support for additional HCIS systems including MEDITECH 6.1 and Epic, and has a whole new look and feel!

You can control your own data!


This isn't just for MEDITECH anymore! IPeople Echo now supports other HCIS systems including MEDITECH 6.1 and Epic. Let IPeople Echo help provide access to ALL of your data in one centralized location.

 

Take advantage of the remarkable performance and recovery enhancements, built-in notifications, and real-time performance metrics.
 


 

Enjoy the new look and feel! IPeople Echo 4.0 now has a new and more intuitive user interface making it easier than ever to extract your data.
 


 

Trust your data with powerful new audit features.
 


 

Extract customized data quickly through the simplified query creation and powerful data preview features.
 


Feel free to contact me at roy.coutts@ipeople.com for additional information.  Thank you and I look forward to hearing from you.

NEW PRODUCT RELEASES ARE AVAILABLE NOW! 
 
IPeople Direct 7.3
This isn't just for MEDITECH anymore!

The IPeople Direct 7.3 version focuses on providing the ability to query multiple systems together and includes many feature enhancements. Enhancements include:
  • Incredible performance improvements, enhanced reliability, and fault tolerance
  • You now have the ability to query other systems, including Epic, along with MEDITECH in order to use ONE driver across the continuum of care
  • New support querying MEDITECH 6.1
IPeople Scout 7.3
Search. Find. Explore... understanding your systems has never been easier!
 
The IPeople Scout 7.3 version focuses on enhancing your ability to search, find, and explore your systems effortlessly. Features and enhancements include:
  • Ability to explore your data, meta-data, and more
  • Compare your MEDITECH system to your MEDITECH DR in order to quickly and effortlessly find the information you need in either
  • View 'Smart Joins' to ensure you get the most efficient joining of tables while preventing bad joins from needlessly taxing your system's resources
  • Create reports and grids quickly while combining data across tables, applications, and even systems
  • Export and distribute data
IPeople Echo 4.0
A Whole New Look and Feel!
 
The wait is over... IPeople Echo 4.0 is here! Enjoy the new look and feel as well as full support for additional HCIS systems including MEDITECH 6.1 and Epic. Enhancements include:
  • New look and feel for improved user interaction
  • Remarkable performance improvements and enhanced auto-recovery
  • Additional support for creating data extractions for additional HCIS systems, including Epic and MEDITECH 6.1
IPeople Offline 2.1
Merge your downtime and migration strategies seamlessly!
 
IPeople's latest release of IPeople Offline takes organizations to the next level by offering more power to help merge your downtime and migration solutions... all in one solution. Enhancements include:
  • View critical patient data from multiple HCIS and other systems through one solution
  • Access legacy data for older visits and access your current HCIS data for newer visits to create one powerful solution addressing both your downtime and migration needs 
     
LEAN AND HEALTHCARE: IT'S ALL ABOUT THE PRINCIPLES
   


It is always important to go back to the basics and truly understand the fundamental principles of lean. The lean enterprise focuses on the basics... keep it simple and do not try to overly complicate. Remember... common sense always prevails. Lean is really all about applying fundamental principles that can have a tremendous impact on the speed that a business can deliver results to the customer, reducing costs, and improving quality.
 
  • SPEED: Speed is accomplished by eliminating wasteful activities that add meaningless time (nonvalue added) to a process. Value added time is any time spent on activities that transform a product or service in ways that add to the customer's value. Nonvalue added time comprises of everything else. You will have a much greater impact on speed if you first focus on removing nonvalue added time.
    • Value-added (VA): Any activity or process the customer will be willing to pay for. VA work needs to be optimized and improved upon.
    • Nonvalue added (NVA): Any activity or process the customer would not want to pay for if they knew you were doing it. NVA work needs to be eliminated.
    • Business-value-added (BVA): Any activity or process the customer would not want to pay for, but which cannot be eliminated. These processes need to be rationalized, then minimized, and automated where possible.
  • COST: Cost is reduced by remembering that a business is nothing more than a series of processes. We must eliminate the processes that do not add value in our customer's eye and, therefore, serve only to increase our costs.
     
  • QUALITY: Quality can be improved if we focus on the quality at the source - doing everything possible to make sure that work gets done right the first time, every time, and catching mistakes so they do not turn into customer defects. We must ensure that we have quality at the source and that mistakes are not passed down the supply chain.
     
  • Patient safety is most important... all employees should have that in the foreground of their thought at all times with everything that they touch. Employees need to feel that they can critique others or processes and feel like they have the ability to impact change
Before you can focus on speed, cost, and quality you need to emphasize one of the lean fundamentals which is a respect for the people. Solutions to our business problems typically come from the people who live with the problems every day. Additionally, people want to work in a safe environment and they want to feel that they are helping solve problems. People want the opportunity to use their minds on the job and feel like they are making a difference. I would say that this is true for everyone but this is especially important for the millennial generation, which is expected to represent 49% of the workforce by 2020. Based on recent studies, the millennial generation especially thrives on feeling purpose in their activities and feeling like they are making a difference.

The first fundamental principle of lean is respect for the employee. The second fundamental principle of lean is reducing waste. Waste, in lean thinking, is defined as: all activities that do not add value from a customer perspective and that can be removed. A lean organization produces what is needed, when it is needed, with the minimum possible amount of waste. This now leads us to understanding the three M's. Muda, muri and mura are called "the three M's." All three M's must be eliminated to create a sustainable lean process.
 
 
THE 3M's of LEAN: 

MURA (the Waste of Unevenness): the waste of unevenness or inconsistency. Mura creates many of the eight wastes and Mura drives Muda. By failing to smooth our demand, we put unfair demands on our processes and people and often create waste.
 

MURI (the Waste of Overburden): Muri causes overburden and gives unnecessary stress to our employees and our processes. This is caused by Mura and other failures in systems such as lack of training, unclear or no defined ways of working, the wrong tools, and ill thought of measures of performance.
 

MUDA (The Eight Wastes): any activity or process that does not add value, a physical waste of your time, resources and ultimately your money.

  1. Transportation: the movement of product between operations or locations (Ex: moving patients, lab tests, information)
  2. Inventory: Anything that we spend resources on - supplies, materials, facilities, equipment, information, people - to hide the flaws in a process
  3. Motion: All motion that does not add value to the product or process (Ex: walking waste can arise from poor design of the working area)
  4. Waiting: All things that cause waiting or hinder our work (Ex: patient wait times)
  5. Overproduction: Building or buying more than is needed or earlier than is needed
  6. Over-processing: Doing more than is required to meet the needs
  7. Defects: rejects and rework within your processes, doing things over because they were not done right the first time (Ex: poor labeling of tests, incomplete information in patient charts
  8. Human Potential: Waste and loss due to not engaging employees, listening to their needs, and making them feel a sense of purpose
 
SUPPORTING LEAN PRINCPLES:

While the two fundamental principles of lean are respect for the people and reducing waste, there are supporting principles as well that are just as important. These help define what lean is all about, and when an organization transitions to this type of "lean thinking" then a lean culture can truly exist. The supporting principles are:
  • Lean is an attitude of continuous improvement. Lean is about finding a better way to get things done and promoting an attitude that what exists can likely be improved.
  • Lean is value-creating. Remember... the underlying goal of lean in healthcare is to improve value for patients.
  • Lean is a unity of purpose. Properly executed, lean clarifies priorities and guides staff in improvement accordingly.
  • Lean is respect for the people who do the work. Lean allows the front-line workers to innovate and encourages an environment of support and trust.
  • Lean is visual. Visual tracking centers exist through a Lean hospital or clinic, presenting daily and trend performance data on key metrics.
  • Lean is Flexible Regimentation. The essence of lean is to improve processes and then continue to improve the improvements. The key to improvement is determining the root cause for performance shortfalls and then ridding the process of the cause through redesign.

We have now discussed the principles of lean but why stop there? While it is very important to understand the principles, there are also some fundamental group rules that when followed can produce fantastic results. Let's take another minute to look at the group rules of lean.

 

 

FUNDAMENTAL GROUP RULES OF LEAN:
 
 

Improvements are always cross-functional

  • This involves everyone so cross-functional impacts can be understood and the upstream must know the impact on downstream

Conduct improvements incrementally

  • Don't try to do it all at once or it can be overwhelming. If you implement improvements incrementally then you are positioning yourself for success.

Single-tasking is better than multi-tasking

  • 100% done with one item is better than 50% done with two items and multi-tasking can often be the root cause for many errors

Lean does not promote overtime work

  • Lean does not want employees to have to work over 8 hours each day as exhaustion is the root cause for many errors

Work must be standardized

  • Standard work is easier to improve all at once. Remember... non-standard work can be the root cause for many errors and often leads to confused patients and employees.

 

SUMMARY:

 

Today we discussed the fundamental principles of lean, the 3 M's, and the group rules of lean. Hopefully, this information helps get you one step closer to "lean thinking" and creating a lean culture. At IPeople, we are working hard to live these principles every day and we are seeing great results that extend to our customers... you! Recently, we have been focused on reducing waste and the results really have been tremendous. We just completed a Kaizen event for improving one delivery process that previously took two full days to complete... now the improved process can be completed in two hours and the work has been standardized. Additionally, we focused on another process that went from six hours to 45 minutes with much less room for human error. And we are just getting started... we will continue to improve on the improvements! By living the principles and following the group rules, your organization can implement radical improvements that can truly have a positive impact on both your patients and your staff.


 

 


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