My staff spends a good portion of their time with hands-on training, coaching, and facilitation of our clients’ value analysis teams. In doing so, we have learned that by applying three rules to the value analysis process, it immediately opens up new opportunities for hospital value analysis team peak performance. So, if you want to turbocharge your value analysis team(s), here are the three new rules that can help you do so:
1. Select Team Members by Their Competencies
Selecting team members by their titles (i.e., nursing director, infection control manager, training director, etc.) or influence (e.g., director of operating room) in your organization is the surest way we know of to undermine your value analysis team’s performance.
Why? Because we have observed over the last 34 years that it takes distinct competencies to be a successful and productive value analysis team member (i.e., analytical thinker, organized, reliable, dependable, enthusiastic, takes initiative, etc.). Selecting your members by title or their influence in your healthcare organization doesn’t guarantee that these individuals will have these competencies.
2. Set 90-Day Timelines for All Value Analysis Projects
We have seen value analysis projects go on for years with no end in sight. The only way to rein in these ungodly long projects is to set a limit on them. That’s why our clients have placed a 90-day timeline on all their healthcare value analysis projects.
If a value analysis project isn’t completed within 90 days, then our client’s value analysis steering committee must approve an extension. Trust me when I say that very few extensions are granted since no VA project manager wants to explain to their senior management why they didn’t get their project completed on time and on budget.
3. Mandate Project Status Reports for Each VA Meeting
There are two reasons we insist on VA project managers giving a written, short, and standardized status report at each of their value analysis team meetings. The first reason is to keep VA project managers from giving long, drawn out, and time-consuming reports that have no real meaning. We just want the facts, not rhetoric.
The second reason is to ensure that if a VA project manager can’t make a value analysis team meeting that their written status report suffices as their meeting attendance. This eliminates the frustration of not having project updates from a project manager because they are absent from a meeting, thus delaying the progress of their project.
We have many more rules to generate value analysis team peak performance for you that we will share over time. However, these three rules will give you a jump start on obtaining even more productivity from your hospital value analysis team(s) right out of the box.
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