Moving From Tweaking to Transforming

  • Organizational design: Are improvement efforts spread across the entire organization?
  • Staffing: Are sufficient resources been dedicated and are the “best and brightest” being selected to lead initiatives?
  • Development: Are options being provided for continuing education, experiential or project-based training and cross-functional capabilities?
  • Measurement and accountability: Are projects supported by the right metrics and aligned with strategic objectives?
  • Rewards/recognition: Is there a process for celebrating success and are rewards linked to key metrics?
  • Communication: Is there a detailed plan in place (who, what, when) to provide clear and consistent communication at all levels of the organization?
  • Information Technology: Are there sufficient software programs or IT solutions in place for project funnel management, financial linkage and monitoring results?

Using perioperative services as an example, the table below illustrates one way to translate high-level goals into specific metrics and solutions. In this case, the Big Ys for the department are quality, capacity and net revenue.


Through a combination of Lean, Six Sigma and change management techniques, these broader areas can be broken into key performance metrics, and then further delineated into underlying critical factors and potential solutions.  With education and experience, every area or issue within the organisation can be analysed in this way, determining which factors drive the primary goals and which tools or solutions are most appropriate.



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