4 gap analysis conducts a multistep gap analysis

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4) Gap analysis: Conducts a multistep gap analysis beginning with a G emba walk cc followed by documentation of the current process (“current state map”) with identification of points where adverse outcomes appear to originate. T he project team then prioritizes barriers, conducts a root cause analysis, and completes its gap analysis by documenting an initial version of a new work flow (the “future state map”). 5) Verify solutions analytically: Verifies analytically that the changes proposed in the hypothetical new work flow are the actual solutions that will produce the target results. 6) Rapid experiments: Sets up as much of the new work flow as possible and conducts rapid experiments to see if the solutions work in practice or if additional changes are needed. 7) Completion plan: Develops a 90-day completion plan and assigns activities to specific staff. 8) Confirmation: Confirms the new process flow by developing standard work documents to sustain it and by verifying its contribution toward the targets originally stipulated by the value stream steering team. 9) Lesson learned: Documents insights and lessons learned from the event. 10) Report-out: Reports results from the event and any future process changes to be implemented as part of the project on the final day of the RIE. Report-outs are open to anyone at Heights Hospital. 11) Implementation: Implements the project widely within the department during the first 2 weeks after the event, with meetings scheduled as needed. The facilitator and team leadership work closely with team members to implement the project. 12) Followup reporting: Submits 30-day, 60-day, and 90-day reports of project progress. 13) Followup team meetings: Continues holding meetings with the project team as necessary.
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180 Project process owner. The process owner is responsible for managing the day-to-day aspects of the Lean project, including overseeing implementation of the completion plan, data collection, reporting on outcomes to the team, and ongoing monitoring. Team leader. The team leader participates on the project during the event week. The team leader is selected outside the department where the process under scrutiny takes place so that he or she can serve as a neutral entity to organize and focus the team. A person with management experience who is a positive thinker and able to lead groups is ideal for this team role. Team members. Staff at every level, including both clinical and administrative staff, might participate in a Lean project or RIE. It is a priority that physicians be involved in all clinical projects. Physicians are also encouraged to participate in administrative projects that might affect them, such as appointment scheduling. An executive indicated that including residents on week-long RIE teams has been difficult because of their schedules. He stated that they have addressed this by having RIE teams set aside an afternoon for residents to participate or by using residents as consultants to the team. Another executive noted the importance of having an
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