Suntown hospital can be categorized as both a public

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Suntown Hospital can be categorized as both a public hospital and a CAH. As a public hospital, it is subject to the Public Records Act and the Open Public Meetings Act, which require the hospital to make meetings, documents, and presentations transparent and open to the public. Many interviewees commented that this context defines the culture at Suntown Hospital, as there is a level of transparency to foster public trust. Further, Suntown Hospital receives a regular maintenance and operating levy from the community. Suntown collects approximately $70,000 per year from
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134 this levy. Additional funds are voted on through community ballots. However, in 2008, personnel issues and delays in accounts receivable affected taxpayer trust, and new funds were not approved. Accordingly, increasing public trust was a major organizational goal for the hospital in 2009. Management leaders and employees universally participated in a voluntary furlough and in wage reduction in order to achieve a balanced budget. That same year, Suntown Hospital filled the chief medical officer (CMO) position, which had been vacant for 2 years. Exhibit 4.2. Suntown Hospital Suntown Hospital is a critical access hospital located in a rural western State. The hospital serves the needs of a rural population with an outpatient clinic and a 45-bed inpatient facility, providing, acute, skilled nursing, and long-term care services. In 2000, a new chief executive officer (CEO) began his term at Suntown with the goal of creating a culture that supports quality improvement. A rigorous case study of Suntown Hospital, which included 28 interviews with staff of all levels of the organization, occurred between February and November 2010. Data were collected during two site visits, through digital diaries recorded by Lean project participants and through phone interviews. Two projects, Urinary Tract Infection Prevention and Redesigning the Process for Electronic Prescribing, were selected for prospective study from this organization. The hospital developed a 10- step process to implement Lean through “rapid - cycle events” (RCEs). These events bring together selected staff and stakeholders to examine each step of a targeted process. Staff spent approximately 3 days in training and in creating processes that are more efficient. At the end of the 3 days, staff developed an action plan to implement the proposed changes. Because of Lean, employee satisfaction appeared to increase. However, data collection remains a challenge at Suntown, so actual improvements in efficiency because of Lean are unknown. Potential Lean adopters can benefit from some lessons learned from the experiences at Suntown. Leadership : Executives can set a positive tone for Lean by participating in Lean events with staff and taking on action items developed at the event. Additional support should be provided to teams when key leadership, such as process owners, become less involved or resign from the team.
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  • Fall '17
  • Shankar Purbey

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