This case, a follow-up to "The University of Virginia Health System: The Next Generation of Quality Care and Patient Safety (A)" (UV7975) continues to follow the University of Virginia Health System's (UVAHS's) transformation into a leader of operational excellence focused on both patient outcomes and the well-being of health care team members with Be Safe, its new signature quality improvement and safety program. This case gives students an opportunity to engage more deeply in class discussions in several areas, including managing organizational change, understanding supportive leadership actions on multiple levels, and implementing Lean principles and methods in service line-structured operations. It also exposes students to issues currently facing the health care industry, particularly from an academic hospital standpoint. The case first follows UVAHS's realignment of hospital team members, physicians, and the School of Medicine into service lines for performance management. In the case, a closer look at a successful service line, Neurosciences & Behavioral Health, gives students an opportunity to examine key management decision points involved in executing a new organizational vision. The case then presents a current management challenge; how to improve Leader Standard Work (LSW) for 300 midlevel managers-assistant nurse managers, nurse managers, and medical directors-to provide mechanisms for reinforcing accountability during performance management in service lines.
This case examines the transformation of the University of Virginia Health System (UVAHS) into a leader of operational excellence focused on both patient outcomes and health care team members' well-being with its signature quality improvement and safety program, Be Safe. The case provides opportunities for class discussions in several areas, including managing organizational change, understanding senior leadership in launching and implementing a major operational transformation, and applying Lean principles and methods in health care operations. It also exposes students to issues currently facing the health care industry, particularly from an academic hospital standpoint. It concentrates on the improvement activities led by Dr. Tracey Hoke, chief of quality and performance improvement for UVAHS, during the first two years of the Be Safe initiative to lay the foundation for future success in all aspects of patient care.
Supplement to case UV7217. The purpose of this document is to describe each step in the development of a model for the case "A Late Night at The Virginian Restaurant."
In this exercise, the manager of The Virginian, a small restaurant and bar in Charlottesville, has asked for help in reducing the average queue size at its bar. The Virginian prides itself on its fast and consistent service. (View the video at http://thevirginiancville.com/.) Students are offered four scenarios to guide their analyses. Students conduct analyses by preparing a simulated model on their own or using a simulation created with AnyLogic software. This exercise is supported by "A Late Night at The Virginian Restaurant: Model Documentation and Guide." After learning the steps to run the model, students are asked to run it for four hours of simulated time under the four scenario conditions.
The note provides documentation of a process simulation model that was prepared to simulate the invoicing work of 16 accounts payable analysts described in the case "Accounts Payable at Rockwell Collins" written by Professor Philip C. Jones, Tippie College of Business, University of Iowa.
Examining the effectiveness of the class visitation process at the Darden School had always been a high priority for the Office of Admissions due to its key role in connecting with qualified, enthusiastic applicants. Anecdotal feedback suggested that prospective students considered their visits productive and enjoyable and that they were energized by the Darden classroom experience; however, weaknesses in the visitation process had also been part of the feedback. Accordingly, continuous improvement of this vital component-the introduction of potential applicants to Darden-was an area of high interest to the Admissions Committee, and the associate director sought help identifying ways to improve it.
A partner in the public sector operations strategy practice of International Business Machines Corporation (IBM) must prepare for a briefing for United States Air Force (USAF) senior leadership proposing ways for the USAF to recognize significant cost savings and continuous process improvements in its Financial Services offices (FSO). Presently, each of the approximately 100 USAF bases around the world has its own local FSO that provides pay and travel processing and customer support. Similar processes are performed at each location. Staffing and quality assurance are managed locally, and legacy systems have been modified over time in response to local preferences. The IBM team has collected a vast amount of base-level process data and conducted focus groups with USAF financial management leadership, FSO personnel, and FSO customers; the partner's team must analyze the Current State and deliver a comprehensive set of cost savings' recommendations to maintain the current level of services proficiency.
This note provides information on Six Sigma and business improvement at Dominion Resources, Inc., including many examples of the CEO Tom Farrell's personal commitment and support. It can be used in executive education leadership programs and business courses in operations management in discussions about Six Sigma program elements that help sustain a culture of continuous improvement and deliver extraordinary business results. Ten years after its launch at Dominion Resources, Inc., Six Sigma, is one of the nation's most widely recognized initiatives having been cited for audited hard savings, integration into corporate culture, percentage of employees trained, sustained management support, and employee recognition.
Appropriate for courses in operations management and process improvement. Hundreds of prospective students visit the Darden Graduate School of Business Administration throughout the academic year to interview for admission and gain a better understanding of the Darden educational experience. In anticipation of these visits, the Darden Admissions Office coordinates a typical schedule of events with the first-year (FY) and second-year (SY) student hosts, the faculty members who will be teaching the MBA case discussion classes that all prospective students will attend, Abbott Center personnel, and of course the prospective students.
The Darden School mailroom and the activities of its manager are analyzed using process mapping and waste identification tools. The note illustrates how one can observe and analyze a process for which opportunities to create process maps, evaluate waste and savings potential, and create stakeholder buy-in for improvements are identified. Lean tools discussed include process flowcharts, SIPOC, seven waste analyses, and stakeholder engagement. Students who undertake their own process mapping projects should complete a report similar to what was created for the Darden School mailroom.
This technical note supports the "Shrimp Commodity Systems Learning Lab" (SCSLL) simulation (UVA-OM-1405S) used in environmental sustainability or systems thinking courses. It offers detailed guidance for the progression of interactive learning experiences in the SCSLL. Through the simulation, users develop an understanding of the issues facing the shrimp industry system and how policy alternatives could improve the industry's typical boom-and-bust patterns. A teaching note (OM-1428TN) is available.
This note provides an introduction to operational systems thinking using the language of stocks and flows and guided by a scientific method-based mapping process. Operational mental models link explicit cause-and-effect relationships to the dynamics (behaviors over time) that unfold within the system. Such mental models improve students' ability to mentally simulate how different interventions in a system will affect its long-term performance.
Appropriate for courses in operations design and performance management. Owners and employees of this company spent considerable effort developing a unique, extremely successful high-performance work place culture based on trust and a decentralized structure and little direct supervision from middle and upper management. Now management wants to consider blending a Lean or Six Sigma program into their work-place culture. A Business Process Improvement Team evaluates four different system designs for launching Lean-Six Sigma. The three-part case series follows the team's investigations, selection criteria development, assessments, and final decision. Students are asked to consider the pros and cons of the alternatives of the team, prepare a recommendation for the senior managers and then critique their choice against the team's recommendation. There is a teaching note (OM-1393TN) available.
Appropriate for courses in operations strategy and general management. Some 400 Fire & Security branches are given the opportunity for improvement. Executives call for the design and deployment of a global initiative aimed at the cost-overrun issues. But how much emphasis should be placed on grass-roots, branch-level continuous improvement of the bidding and installation processes, and how much direction and implementation should be driven by division staff? Students will explore the possible cost drivers for the cost-over-runs and discuss possible root causes. Corrective actions and mistake-proofing recommendations are developed for the executives. A teaching note (OM-1422TN) is available.