Center of Excellence, CoE

University hospitals in Norway and hospitals struggling with operating losses and major internal disagreements on how the hospital is best run. Moreover, they are continuously striving to develop programs focused on quality and the patient program.

The hospitals can learn a lot from high-performing companies work on business process improvement, BPI as a core competency. These leading firms share a common characteristic: they continually find clever ways to improve the process of process improvement.

Transforming your enterprise requires time and patience, investment in people (I, intellectual capital from the TIPS model) and technology (T, from the TIPS model of Dr. Hole) and commitment from executive leadership, middle management, and the workforce. Although most BPI projects begin as individual, loosely connected (or entirely disconnected) efforts, today’s operational landscape demands scalability and enterprise-wide adoption, which eventually necessitates bringing individual BPI projects together in a consolidated BPI program or PMOs (Project Management Offices). To meet the demand of scalability and enterprise-wide adoption of BPI, a BPI Center of Excellence (CoE) must address the following key focus areas of responsibility: Defining a higher business goal or vision, driving BPI initiatives and aligning individual projects with that vision Executing a scalable delivery resource model for discovering, implementing, deploying, managing, and supporting BPI initiatives Administering a shared infrastructure for hosting and maintaining the solutions that are the outcomes of BPI initiatives

Through experience with both successful and challenged BPI program initiatives, Dr. Hole has learned that the following aspects are true: A BPI initiative can survive only by achieving business value; and business value must support the strategic objectives of the organization. Business value must be measured objectively with supporting data and be easily visible and communicated to leadership. Without demonstrating business value, the BPI journey will end, or stagnate at best. The transformative nature of BPI requires a shared infrastructure (a BPI system) that scales with a growing demand for BPI projects. This shared infrastructure must support the collaborative aspects and governing demands of BPI as a discipline. The purpose of a BPI initiative is to create a repeatable delivery model for improving business performance. Long-term success depends entirely on establishing a scalable BPI delivery model as a discipline. Focusing on organizational enablement in BPI methods is essential for an uninterrupted BPI journey. Without BPI method enablement, even the best BPI will achieve no value.

As companies develop successful BPI projects, they’re giving greater thought as to how to capture, promote and disseminate the best process improvement ideas that are created throughout their organization.

As a result, high-performing companies are implementing business process competency centers or business process centers of excellence (CoE). These committees set priorities, create a strategy map, standardize procedures and collect best practices for business process initiatives.

Hospitals in Norway should implement business process competency centers or business process centers of excellence (CoE). A Center of Excellence is an organization that is viewed as a preferred place of treatment for a specific condition. For examples can the hospitals use CoE to delivering comprehensive, evidence-based care that is multidisciplinary, and yields exceptional outcomes and high patient satisfaction. To put it simply, a Center of Excellence provides more effective and efficient care, and has the evidence to support this claim. At the rehabilitation centre Muritunet one started the worked on have regularly meeting with user organizations and involve the user repentant at Lean project inside Muritunet. This was to establish better contact with the users and the rehabilitation centre. When developing a Center of Excellence within rehabilitations, there are some key components that must be included: leadership, defined mission and vision, multidisciplinary team approach, standardized processes and clinical practice, long-term tracking of patient outcomes, and a focus on creating a unique patient and family experience. Dr. Hole is also of the opinion that this process can also be replicated to any other hospital departments.

Although tt is important that physicians are engaged at the emerging phase when creating Center of Excellence program. The leadership of physicians, expertise, and guidance are needed for developing a successful program centered on education, research, and the use of new technology T, from TIPS model).

Defining a mission and vision is necessary for a Center of Excellence to be successful. This needs to be developed in collaboration with physician and other key stakeholders at a hospital. A unified message and commitment from the hospital team will instill confidence in the patients and families served, provide the foundation for the program’s strategic focus, and help define goals for measuring success.

A multidisciplinary approach to delivering care involves a team of hospital experts working together toward a common goal with the patients’ needs as the focal point. A multidisciplinary approach includes doctors, nurses, physical therapists, and case managers collaborating on patient care. A true Center of Excellence will have a multidisciplinary steering committee that provides leadership and strategic guidance for creating a multidisciplinary program and setting standards of excellence.

Dr. Hole is of the opinion that if the hospitals started the work on creating standard processes for clinical practice it would help the hospital to ensure every patient and family that enters the Center of Excellence will receive the same high level of care before, during, and after a medical treatment.

One of the CoE Dr. Hole build up and run was in the turnaround periods of Mirror Accounting. The concept of binding people, process and technology together was the precursor of the TIPS model. After Dr. Hole worked a lot of  binding people, process and technology together, he found out that strategy also was an important part of how to succeed with building  competitive advantages for an organization.

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