Recommendations suggested here emphasize the clinics

Info icon This preview shows pages 138–140. Sign up to view the full content.

View Full Document Right Arrow Icon
organization and by lack of staff time. Recommendations suggested here emphasize the clinic’s strengths and also address barriers faced. Recommendations for Similar Organizations Implementing Lean Provide opportunities for staff to get involved with Lean. Allowing more staff to be involved in Lean trainings or projects will improve the dissemination of Lean knowledge and skills, and will help to accelerate culture change. Align incentives to encourage additional participation. Staff engagement can be a challenge. A traditionally participatory culture may encourage involvement in Lean and QI, but rewards and incentives are also needed. Staff learn Lean skills on their own, but they keep other priorities in perspective. Grand made a conscious decision to not let S&P staff take over staff’s participation in Lean. However, there is fine line between overwhelming staff with skills in data collection and analysis as opposed to ensuring they have the basic skills needed to participate.
Image of page 138

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
132 Explore ways to improve communication of changes after the Lean project. Communication can be improved by finding alternate mechanisms to email and by translating results into metrics and language that will resonate with employees. For example, talking about the impact on patient satisfaction or safety might be more compelling than communicating about gains to efficiency alone. Leverage successes for replication. Successes achieved in both the Hip and Knee Replacement and Cardiology Follow-up projects could be replicated in similar departments of the system or other entities. Maximizing the benefits of Lean by translating key successes and minimizing the high labor costs of a Lean event may result in improved value return. Recognize that IT can both facilitate and hinder Lean projects. In theory, IT could assist with Lean projects by facilitating data collection and providing more efficient solutions. However, for the Cardiology Follow-up project, IT was a huge barrier. Grand Hospital Center and other organizations should try to overcome these issues and leverage IT as a facilitator to Lean. The executive team should be highly engaged when implementing Lean. Grand’s executive team was deeply involved in learning about Lean concepts and selecting the initial Lean projects. This approach fostered support from the very top levels of the organization. Embed Lean in the organization ’s strategic plan. Aligning Lean with the strategic plan will ensure that staff understand the importance of Lean to the organization and that it is not just another “flavor of the month.” Acquire appropriate internal or external expertise. Grand opted for an external consultant to facilitate the implementation of Lean. The major advantages of hiring an external consultant were accountability and additional Lean expertise.
Image of page 139
Image of page 140
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern