Ep 64 - Mayo Clinic Part 2 of 3

In our first episode of this mini-series, we discussed what led
Mayo Clinic to developing a quality program and how they decided a
blend of methods was best.  We ended with Mayo Clinic
assessing their system and knowing that to get standardized best
practices across 50 locations, they would need fundamental changes
toward customers, workforce, operation, and information and
knowledge management.  In this episode, we discuss all of
that, and a little more.  Customers:  Mayo Clinic
realized the immediate patient was their customer, but there are so
many more stakeholders. They developed key questions to help
develop best practices for all stakeholders.
Workforce:      Mayo Clinic had to
consider what the entire workforce would need to meet this new
challenge.  So, they developed cross-functional teams…not just
physicians decided, everyone was involved.  They also added
engineers to the teams to help with process improvements.
Operations:     This was interesting. 
Mayo found that some clinics had excellent work systems, but they
were too difficult to scale.  So, they created a system to
identify what to improve, tools and methods needed to make
improvements, and how to sustain the change in a cost-effective
manner. Information and Knowledge Management: This was a big
challenge.  They wanted a software that could capture valid
and reliable data, and codify and share the data across the
organization.  They realized they would need a carefully
designed deployment plan to get everything to act in concert. 
Mayo wanted to preserve the founders’ intent to create excellence
in healthcare while being ready to change everything else. So far,
Mayo Clinic hasn’t changed anything, they are still preparing and
planning for the changes to come.  In attempt to approach the
challenge of change, leaders asked questions and identified what
caused barriers to their desired outcomes and what happened day to
day. Mayo developed a Quality Construct to illustrate how culture,
engineering and execution align with their vision to provide the
best care to every patient, every day. This episode ends with
discussion of one of their first projects to actually deploy after
planning-the Fair and Just Culture-which encourages every member of
a medical team to report anything that doesn’t seem quite right
without fear of reprisal.  In our last and final episode, we
wrap up this article with some numbers. Learn more about
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