Instead the organization planned to replace or

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Instead, the organization planned to replace or renovate individual hospitals, beginning with Hospital 4. It was chosen to be first because it was at full capacity; the site was landlocked, limiting opportunities for expansion; it had only semi-private rooms; it lacked the technological infrastructure to support digital medicine; and the existing infrastructure was considered costly and inefficient. Project Staffing The Horizon Hospital project was staffed very differently from typical Lean projects given its size and scope. Support from employees at other LHC hospitals and at the corporate level helped the processes and leadership of Horizon to remain internal, since they had to continue to meet the demands of their usual jobs in addition to Horizon Hospital activities. LHC’s corporate executives provided overall support of the project. A hospital steering committee led by Hospital 4 ’s COO was created. Hospital 4 executives, a Six Sigma Black Belt, and a management engineer were identified as the point persons to lead the overall Horizon construction and transition. The overall Horizon construction and transition was divided into nine management areas. The leadership structure for the Horizon project and each of the nine management areas is shown in Exhibit 6.10. Our focus is on the process transformation aspect of the transition. The major process transformation projects (i.e., NICU, emergency room, labor and delivery triage, short stay or “hotel space,” and equipment depot) were housed under the process transformation management area. Process transformation was led by a management engineer and a Six Sigma Black Belt. Larger process transformation projects were staffed by a management engineer and members of the department where transformation was taking place.
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226 Exhibit 6.10. Leadership Structure for the Horizon Hospital Project Replacement Hospital Steering Committee Hospital 4 Chief Operating Officer Project Managers Hospital 4 Vice President, Operations Management Engineer Six Sigma Black Belt Physician Orientation Hospital 4 Medical Director of Operations Equipment Hospital 4 Vice President, Support Services Information Technology Information Systems Project Manager and Information Systems Director Human Resources Hospital 4 Human Resources Executive Process Transformation Assistant Vice President, Management Engineering Communication Manager, Marketing Communications Six Sigma Black Belt Move Day Logistics Hospital 4 Vice President, Operations Management Engineer Construction, Mechanical, Electrical, & Plumbing Assistant Vice President, Facilities Development Legal & Regulatory Hospital 4 Medical Chief Operating Officer and Hospital 4 Vice President, Operations Project Managers
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227 Planning, Implementation, and Project Selection Planning for Horizon Hospital and implementation spanned several phases, including design and building, process improvement preparation, and move-in. Several tools were used throughout the process as shown below in Exhibit 6.11.
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