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  • Addressing the Cultural Impact of Changes Driven by Lean Six Sigma Projects

ISO 9000 & AUDITS WORLD CONFERENCE ABSTRACT 

Addressing the Cultural Impact of Changes Driven by Lean Six Sigma Projects

Presenter:

Tim O’Hanlon, PhD MBA CQP FCQI, Principal, GE Healthcare Partners, United Kingdom

Keywords:

Culture-Change, Change-Management, Culture and Change

Industry:

Government

Level:

Advanced

The Dubai Health Authority (DHA) has the mission of “Transforming Dubai into a leading healthcare destination by fostering innovative and integrated care models and by enhancing community engagement”. Its values are focused on consumer concentricity, efficiency, engagement of the workforce, creating accountability and transparency, whilst embracing innovation to achieve the highest standards of excellence. This generates a program of improvement projects changing systems, infrastructures and the culture.

Projects involve changes to processes, patient experience, safety and quality, systems and structures as well as the to the very culture of the DHA.

In terms of systems and because of the linkage between business context, leadership, risk management, planning and leading change - the transformation framework provides an ideal foundation for identifying, planning, implementing, communicating, validating and sustaining changes that enhance the quality management system and customer satisfaction (currently at 95%). In relation to LSS, the transformation framework deals not only with the technical nature of the change but the people impact, the cultural impact, the role of leaders and the management of change through participation and focus on the end-game.

Each project involves a change but it was important to ensure that every change resulted in an improvement. A Transformation Office (TO) and a Project Management Office were established through the vision of His Excellency Humaid Al Qutami, the Director General of DHA. The mandate was to use a structured and systematic approach to achieve the strategic objectives of DHA whilst aligning with the mission and values. The DHA team of 8, worked with GE Healthcare Partners to train more than 50 change agents to support the delivery of transformational projects across DHA and its 12000 staff.

A Transformation Framework was co-designed by the TO with the consultants and the change agents using global research.

The premise of the Framework is to maintain momentum for change and to experiment through design thinking, being prepared to pivot, based on learning from experimenting with change options. The work was aligned with a leadership charter that was developed by the most senior leaders of DHA and defined the role model behaviors at the time of transformation. The leaders also outlined their expectations for the future culture and this was cross-matched with an employee survey. The baseline of the current state of the culture was established through another survey and thus a gap analysis was possible. The transformation projects to close the gap between the current and future states were thus prioritized and resourced.

This paper explains how the Transformation Framework enables the delivery of beneficial and sustainable change using more than 30 tools that help teams move from planning, through transition and implementation to sustaining the change. Changes include transformation of processes, structures and systems. The baseline examines the business context, the stakeholders and interested parties, defining the projects and planning resources. The focus on customers and their engagement in co-design, measuring customer satisfaction and managing the customers’ responses to change are integral to the framework.

Aspirational change and all the plans in the world need to be implemented, their impact validated, ongoing improvement, handover to operational personnel and sustainability are consistent with the most common improvement approaches such as PDSA or DMAIC. In this model, we also remember to celebrate success.

Call for Proposals

Proposal Submission Deadline:
October 11, 2019

Acceptance notification date:
November 11, 2019

Early Registration Deadline:
February 11, 2020

Please make sure to review and prepare the material needed before you start the on-line Proposal Submission Form. Click here to see Proposal Submission Guidelines.

Who May Submit: This online form may be used by a principal speaker, co-speaker, contact person, or a committee member submitting on behalf of a speaker.

Multiple Proposals: You may submit multiple proposals.

Conference Registration Fee:
The conference registration fee is waived for the principal speaker of accepted proposals. Speakers are responsible for their travel expenses and arrangements. Co-speakers will receive a 30% discount for the conference that they are presenting at.

Length of Presentations: Technical sessions are typically 35 minutes. There will be a limited number of "double" sessions, 70 minutes, at the end of each day.


You will need the following to submit a proposal

Proposal Title: Maximum 80 characters including spaces. 

Keywords:Please include three keywords with a maximum of 100 characters, including spaces. 

Industry Sector: Please select the most relevant Industry sector for the proposal from a list.

Abstract: The Abstract should be 1,500 to 5,000 characters (note that it is Characters, NOT words), including spaces.

Biography: The Biography must be 1,500 to 5,000 characters, including spaces.

Public Profile: LinkedIn or Public Profile for link for the Principal Speaker: 

Speaker's Photo (optional)

Sample Video (optional)


Government Organizations




Corporations

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(*) based on previous conference attendance


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