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Neidra Evans is HealthInsight’s corporate vice president of integration. She joined HealthInsight Oregon (formerly Acumentra Health) in 2009 as an accountant and was promoted to controller in 2010 and to director of finance in 2012, adding administrative services the following year. With the affiliation of HealthInsight and Acumentra Health in mid-2016, she was named associate executive director of HealthInsight Oregon. In that position, she developed, implemented and measured strategic and business planning initiatives and processes, and oversaw contract management, finance and information technology staff. She assumed her current position in April 2017. Before joining the company, Neidra worked as an accountant with the Chopra Center for Wellbeing in Carlsbad, CA.

Look for the Lean Routine

People taking Notes

This past month I was lucky to attend a workshop on Lean Rapid Process Improvement hosted by Qualis Health, the Medicare Quality Innovation Network-Quality Improvement Organization (QIN-QIO) serving Washington and Idaho. As our organizations hold similar contracts in Oregon and Washington to perform external quality review of the states’ Medicaid programs, Qualis invited me and three of my HealthInsight colleagues to provide an outside perspective on their efforts to “lean up” their workflow processes, with the goal of providing better value to the State of Washington.

The invitation excited me because I had heard a lot about Lean workshops but had never been able to participate. I knew that Lean manufacturing principles―aimed at minimizing waste in a system without sacrificing productivity―could be applied to non manufacturing settings, but I had not actually experienced it.

Over the course of the three-and-a-half-day workshop, we examined a process map that Qualis had developed for one of its workflow processes, with an eye toward reducing waste. We looked for eight types of waste: defects, overproduction, waiting, non utilized people, transportation, inventory, motion and extra processing.

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