Job Title: Performance Improvement Coordinator at Stanford Children’s Health
Compensation: $20.60/hour, independent contractor position (non-benefited, temporary)
Commitment: 40 hours/week, (June 2017- June 2018)
The Performance Improvement (PI) department at Stanford Children’s Health (SCH) is hiring bright, hard-working, and energetic recent graduates to progress the department’s mission: to support the delivery of high value care, facilitate continual learning and promote continuous improvement. Coordinators are integral to supporting the PI department to realize its mission through improving the clinical and operating performance of SCH.
Across U.S. healthcare, progressive organizations are striving to provide better care and value to patients. At SCH we are facilitating process improvement through lean management systems. In addition to learning about performance improvement methodologies and their application to healthcare, coordinators will be exposed to medical center operations management and operations consulting that provide opportunities to collaborate with SCH clinicians and administrators.
Coordinators will support the PI department to progress Stanford Children’s Health towards its goals and advance the mindset, daily management systems, tools and methodologies that are foundational to the Packard Quality Management System (PQMS). This work may include, but is not limited to:
Supporting the planning, set-up, execution, and follow-up for PI initiatives and events.
Assisting with report writing, data analysis and the creation of data displays to support PI
Collaborating with physicians, nurses, management, client groups, and others engaged in
improvement initiatives to develop methods to monitor and report process improvement.
Assisting with the development of presentations and documents that articulate a
compelling story line through the effective use of data.
Assisting in the analysis and identification of opportunities for improvement with a goal to
develop, recommend, and implement proposed solutions.
Executing time studies, process observations and other information gathering activities to
support PI decision-making.
• Education: Bachelor’s degree in a work-related field/discipline from an accredited college or university and a strong academic record.
Knowledge, Skills, and Abilities
Demonstrated eagerness to learn, understand, and apply new concepts
Ability to work in a fast-paced, dynamic environment
Ability to quickly understand issues, solve problems, and identify solutions
Strong interpersonal skills
Strong verbal and written communication skills
An optimistic and professional attitude
Ability to collaborate effectively with multidisciplinary teams
Ability to be creative and think outside the box
Strong analytical and quantitative skills
Proficiency in Microsoft Word, Outlook, Excel, PowerPoint and basic knowledge of Visio.
Interest in pursuing a career in healthcare, industrial engineering, and/or process
Example Projects from Coordinator Cohort:
Discharge Process Redesign: “As a performance improvement coordinator, I worked on multiple projects involved in improving patient flow throughout Lucile Packard Children's Hospital. For example, I shadowed physicians on rounds, understanding the communications between the care team and their identification of patient discharge needs. I used this information to create “rounds” infographics around each medical service team for a 3-day Rapid Process Improvement (RPI) event, aimed at designing a future state to enhance the discharge process from the Acute Care units. At the event, we had a multidisciplinary team of attendings, case managers, residents, social workers, and performance improvement members that created a plan to increase the number of early morning discharges throughout the hospital.”
Perioperative Services: “As a member of the perioperative services team, I collaborated with physicians, nurse managers and ancillary staff on a daily basis to support their efforts in creating and sustaining processes and work flows that follow lean principals. For example, I worked with scheduling management, patient placement and the anesthesia team to create a visual management system used to forecast the surgery schedule ahead of time, in order to level-load post-op surgery bed requests, prioritize cases and prevent foreseeable day-of cancellations. I also helped design a visual management board used by members of Performance Improvement and the Center for Quality and Clinical Excellence that is updated monthly in order to identify current efforts in progress throughout the hospital aimed at achieving LPCH Core Goals, strategic initiatives and other quality improvement efforts. Overall, I feel like a valuable member of both the perioperative and performance improvement teams and I have had the invaluable opportunity to learn about hospital operations, contribute to improvement work that impacts the patient experience and learn valuable components of lean methodology in healthcare that I will use when I become a physician.”
Supply System Redesign: “The supply inventory system in the childhood cancer inpatient unit did not meet the needs of nurses and other staff who use the system. To make it easier to locate and order supplies, and to cut costs, we used Lean principles to implement a two-bin Kanban replenishment system for the unit’s supply rooms. I collaborated with key stakeholders, including the unit’s nursing leadership, supply chain, and the hospital’s medical products distributor, to replace the product names on each supply bin with the common vernacular used by staff, optimized the supply par levels based on historical usage data, removed obsolete supplies from the rooms, grouped supplies into categories based on staff utilization, and established a process to signal to materials management, when, what, and how much to reorder. In addition, I managed weekly check-in meetings and worked with the unit educator to develop education materials both to orient new staff to the system and to sustain the replenishment system.
Because critical supplies are consistently stocked and conveniently located and labeled, the new system reduces supply search-time, frees up time for staff to spend with patients and saves the unit money by eliminating overstocked supplies.”
Patient Handoff Structure Modification: “I worked closely with the Handoff Executive Committee on assessing the current state of patient handoff processes throughout the hospital. One of these assessments involved a project on RN to RN handoffs across the hospital. Using observational data and literature on handoffs, I worked with a group of RNs, members of the IS team, patient care managers, and executive sponsors to improve the current structure of patient handoffs by establishing organizational requirements for a handoff, and then implemented handoff criteria specific to each area of the hospital. The aim of this project was to improve the current flow, depth, and specificity of the current handoff process to ensure all necessary information about a patient is properly relayed from shift to shift in a concise, timely manner.”
How to Apply:
than 250 words) to firstname.lastname@example.org with
“Coordinator Application 2017” in the subject line.
will close the application as soon as we have filled the Coordinator positions.
About Stanford Children’s Health | Lucile Packard Children’s Hospital Stanford
Lucile Packard Children's Hospital Stanford is the heart and soul of Stanford Children’s Health. Nationally ranked and internationally recognized, our 311-bed hospital is devoted entirely to pediatrics and obstetrics. Our six centers of excellence provide comprehensive services and deep expertise in key obstetric and pediatric areas: brain & behavior, cancer, heart, pregnancy & newborn, pulmonary and transplant. We also provide an additional, wide range of services for babies, kids and pregnant moms. For more information, visit http://www.stanfordchildrens.org/
About the Performance Improvement Department
The Performance Improvement department functions as an internal consulting department for the hospital. It is staffed by professionals with extensive clinical and/or top tier healthcare management consulting experience. The department works closely with the hospital’s senior leadership, physicians, clinicians and frontline staff to improve clinical and business performance through implementation of the Packard Quality Management System.
Last updated by Helen Harrison Mar 21.