In Part II, Ms. Greenhouse provides suggestions for integrating the Patient and Family Centered Care Methodology and Practice (PFCC M/P) in those healthcare organizations where Lean process improvement approaches (Lean, Six Sigma and Toyota, etc.) are already in use.
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PFCC Methodology Meets "Lean," Part II
1. The Patient and Family Centered Care Methodology and Practice Meets “Lean”
Part II
Pamela K. Greenhouse, MBA, Executive Director, PFCC Innovation Center of UPMC
PFCC Press
November, 2013
2. Last month’s article described many of the similarities and differences between Lean process
improvement approaches (e.g., Lean, Six Sigma, Toyota, etc.) and the Patient and Family
Centered Care Methodology and Practice (PFCC M/P). For organizations already invested in
Lean but interested in exploring the PFCC M/P as well, the overlapping features of replicability,
and sustainability along with creation of process maps and high performance cross-functional
teams suggests the compatibility of the approaches. There are also significant differences. The
PFCC M/P: 1) focuses on people and processes vs. primarily processes, 2) uses language and
tools that motivate care providers, 3) creates urgency to drive change, 4) requires limited time
commitments and costs, and 4) provides additional depth and breadth of high performance
teams to break down silos and create true culture change.
With the similarities and differences in mind, we have a few suggestions for how organizations
already using Lean can begin to integrate the PFCC M/P:
1. Integrate Shadowing with Value Stream Mapping (Lean’s 2 P and 3 P events) and Rapid
Improvement Events by adding additional team members to Lean improvement teams to
provide a more complete picture of the patient and family experience and to elevate the
experience of care as an equal goal with eliminating waste. Visualizing the “ideal state”
from the patients’ and families’ perspective can lead to new, simpler processes that
improve care and experience while lowering costs.
2. Lean projects are prioritized by hospital or medical practice leadership. PFCC M/P projects
are prioritized by what’s important to patients and families. Integrating the two approaches
will enhance your ability to address what’s important to patients, families, care providers,
and organizations.
3. Before staff engage in any Lean training, have them identify a process they care deeply
about and have that process Shadowed. Once staff sees care through the patients’ and
families’ eyes, increasing value to patients and families and eliminating waste take on a new
urgency.
4. Include PFCC M/P stories and metrics on Managing for Daily Improvement boards. These
would bring data boards to life and engage staff around what they care about most --- the
improved well-being and experiences of the patients and families.
5. Incorporate the PFCC M/P as the overarching approach to transforming care delivery,
thereby taking advantage of the language and the emotional hook of direct observation
that engages caregivers in driving change. This can be done by initiating PFCC Guiding
Councils, PFCC Working Groups, and PFCC Project Teams in keeping with the six steps of the
PFCC M/P.
6. Remember that the PFCC M/P encompasses every segment of every care experience across
the full cycle of care whereas Lean focuses on individual segments and processes and rarely
across the entire healthcare journey.