Monthly Metrics Report, HCA's Tool for Measuring the Success of Lean

Size: px

Start display at page:

Download "Monthly Metrics Report, HCA's Tool for Measuring the Success of Lean"

Sara Norris
6 years ago
Views:

1 Monthly Metrics Report, HCA's Tool for Measuring the Success of Lean Ken Kulaga and Natasha Moore Hospital Corporation of America October 18, 2017 CAPTURE AND LEVERAGE THE LEAN ADVANTAGE

2 Hospital Corporation of America (HCA) 2

3 Hospital Corporation of America (HCA) 3

4 Hospital Corporation of America (HCA) Design & Construction department 51 people 7 focus on improving capital productivity Construction project mix 20% greenfield projects 31% renovation projects 49% bolt-on projects Current projects funded and under construction 300+ projects $3.2B 4

5 Hospital Corporation of America (HCA) 5

6 Hospital Corporation of America (HCA) 6

7 HCA s Lean Journey Early Years Long-term relationships with select group of designers and builders Standardization of overall design Sourcing agreements 7

8 HCA s Lean Journey Recent Years 8

9 HCA D&C: Changing the Way Healthcare is Built Traditional performance measurement in the construction industry hasn t supported improved productivity. Changing our delivery model requires new approaches to measuring efficiency and effectiveness. 9

C A P T U R E A N D L E V E R A G E T H E L E A N A

10 C A P T U R E A N D L E V E R A G E T H E L E A N A D VA N TA G E HCA D&C: Changing the Way Healthcare is Built Traditional performance measurement in the construction industry hasn t supported improved productivity. Changing our delivery model requires new approaches to measuring efficiency and effectiveness. 10

C A P T U R E A N D L E V E R A G E T H E L E A N A D VA N TA G E Project in California (2014-2017) Early Design Involvement (EDI) Involvement of designers, engineers, general

11 C A P T U R E A N D L E V E R A G E T H E L E A N A D VA N TA G E Project in California ( ) Early Design Involvement (EDI) Involvement of designers, engineers, general contractors, and major trades from the very beginning of the project Challenge Define EDI measurements Determine impact EDI has on the project How do you know if Lean/EDI is working? 11

12 C A P T U R E A N D L E V E R A G E T H E L E A N A D VA N TA G E Benchmarking = Staple of Healthcare Industry 12

13 Search for Key Performance Indicators (KPIs) 13

14 Measurement = Business Case for Lean 14

15 Activity vs. Results 15

16 Driven by Data: Monthly Metrics Report A project level tool used to set project cost, schedule, quality and productivity goals. A complete visible project performance dashboard of leading and lagging indicators tracking actuals versus targets. A data collection method to provide program feedback regarding the impacts of changes to how we build (example: modular components). Data feed for program-level gap analysis, statistical trend analysis, and better strategic decision making. Project delivery model uses data and analytics to drive improved performance. 16

17 Driven by Data: Monthly Metrics Report 17

18 MMR KPIs 18

19 MMR KPIs 19

20 MMR KPIs 20

21 MMR KPIs 21

22 MMR KPIs 22

23 MMR KPIs 23

24 Driven by Data: Monthly Metrics Report 24

25 Driven by Data: Monthly Metrics Report KPIs that provide the entire project team a high-level yet insightful view of the health of the project from design through completion of construction Tool to articulate project goals and to determine how intentional application of Lean strategies impacts the project Real-time project-specific business case for Lean to the HCA D&C department as well as to all the trade partners who make HCA D&C projects possible 25

26 Riverside Project MMR 26

27 MMR: Improving Overall Project Performance Standardization Prefabrication Early alignment of Trades 27

28 Leveraging Scale using Data Driven Program Management MMR is a tool for program-level trend evaluation and decision making. 28

29 Program-Level MMR More than a report Catalyst for target-setting, action, and application of levers of change Owner s quest to achieve predictable outcomes throughout the company (scale of 150+ hospitals) using a continuous improvement cycle 29

Three Key Insights Measuring impact of lean practices in design and construction projects requires discipline You need to start with a small

30 Three Key Insights Measuring impact of lean practices in design and construction projects requires discipline You need to start with a small group of people committed to doing what is otherwise hard to do Once implemented, lean metrics become a powerful catalyst for changes in behavior 30

31 Questions 31

32 Contact Information Ken Kulaga, Natasha Moore, 32

33 In the spirit of continuous improvement, we would like to remind you to complete this session s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized.

Divide and Conquer. Completing a 23 month schedule in 13 months

Divide and Conquer. Completing a 23 month schedule in 13 months Divide and Conquer Completing a 23 month schedule in 13 months Matt Hoover CRB Builders Steve Wheat CRB Consulting Engineers Tyler Bonwell MMC Contractors October 19, 2017 CAPTURE AND LEVERAGE THE LEAN