We have been getting skilled at doing Safety, Satisfaction and Process Efficiency and now we need to deal with Value Based Purchasing (VBP) -- but behind this is the much bigger challenge to Quality and Data leaders. We need to help our organizations effectively deal with Value Management in a realistic and meaningful way. This means that we need to understand and lead our organizations from more than just our VBP reimbursements.
In this session, we will look at how to understand, describe and lead Value Management in your organization.
- What is Value management – is it new? (not really – think balanced scorecards)
- The scary world of monetization
- New things to think about
- Be careful to not get trapped in VBP as the ‘whole equation’
- Spider Graphs – a great tool for Value Management
- The Value Multiplier – the hardest part of the equation
- Time to revisit “Cost of Poor Quality - COPQ”
- Defining your COPQ
- Getting attention - Converting COPQ into lost “Sales and Volume”
- Using what you are already doing
- Integrate 6 Sigma, Process Improvement and Quality efforts – Can’t do ‘Value’ separately
- Expanding your Occurrence Reporting process is a key part of Value Management
- Your Behavioral Expectations are perfect for Value Management – Strengthen them!
A copy of presentation is included. Earn 1 CPHQ CE credit upon completion and evaluation of the activity. Presenter: Ken Rohde, BSME.
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Learning Objectives
- Discuss how to explain and guide Value management
- Explain Spider Graphs and Value Multipliers
- Discuss the cost of poor quality and how it helps monetize our efforts and ‘value’
- Identify what recommendations to make to your organization to illustrate how to strengthen your Value Management
About the Presenter:
Ken Rohde is the owner of KR Rohde LLC. He is also a Senior Consultant for Patient Safety & Process Improvement for The Greeley Company. Ken is a consultant that focuses on helping Senior Leadership and Board of Directors in high risk industries such as healthcare and nuclear power to prevent significant and high risk errors in their business and evaluate causality and corrections when significant errors occur. He provides organizational training that focuses on developing Cultures of Safety, free & open reporting cultures, effective reaction to events and errors, proactive systems, and equipment and behavior risk analysis. A significant focus of Ken’s work has been on the effective collection, analysis and presentation of data to achieve organizational goals.
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