Greater acceptance of new processes senior executives

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Greater acceptance of new processes. Senior executives, one nurse manager, and one mid-level provider noted that because of Lean, staff was more willing to implement and accept new processes. According to one senior executive, “Even the most skeptical individuals on our team are converted by the end of the RCE process, that they've seen the real value in doing this.” As Lean team members participate in creating, mapping, and measuring a new process, they are motivated to implement and change existing processes. Specifically, interviewees mentioned that Lean gave indi viduals a “license for decisionmaking” and encouraged staff to really examine processes to improve them. This motivation, in turn, fosters a culture where process changes are more accepted. Members of the E-Prescribe project noted that the community pharmacist and some of Suntown’s medical clinic providers were willing to revise the way they processed prescriptions after they saw the potential benefits from the E-Prescribe RCE. However, this culture change to implement new processes has not been adapted by all clinic providers, particularly those who are not part of Lean teams. For example, one physician who did not
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155 It was really tough, because there were many people in the organization which were clinging to the familiar and, 'This was always the way we've done it." So it really kind of started with leadership and a core team of individuals who said, ‘We've got to question. We got to start to challenge ourselves to do things differently. And we need a method for doing that.” Senior executive participate in the event would not adopt the process changes resulting from the E-Prescribe project. Improvement in employee ownership. Nearly all senior leadership at Suntown indicated that Lean is increasing staff ownership of processes and increasing the responsibility they take over their work. Because of this increased ownership and responsibility, these interviewees believe that staff are more likely to foster their own change internally and are also more likely to remain loyal to the organization. In contrast, frontline staff did not note that Lean is increasing the ownership they take over their own work, but one frontline nurse noted that Lean made her more aware of how her work could more directly improve patient clinical outcomes. Employee Satisfaction Whereas impacts on culture change were mostly noted by senior executive and management staff, interviewees from all levels reported that participation in Lean events resulted in improved communication with colleagues across the organization and outside of the organization and in improved job satisfaction because of waste reduction. Improved communication. Nearly all interviewees agreed that the Lean RCEs foster a level of open communication, discussion, and teamwork unseen before Lean was implemented. One nurse manager noted that because the RCE team differs each time, staff are able to develop a level of camaraderie with each other that may not have existed before.
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  • Fall '17
  • Shankar Purbey

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