Lhc has roughly 8400 clinical and administrative

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LHC has roughly 8,400 clinical and administrative employees and is one of the area’s largest employers. Approximately 2,000 physicians serve as medical staff members, both as employed physicians and community-based physicians with privileges. LHC has been recognized 3 years in a row as the “#1 Best Employer” by a business journal. Staff turnover was only mentioned by one interviewee, a staff person from the Management Engineering Department, who indicated some degree of turnover in the nursing staff and Management Engineering Department. It is
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19 interesting to note that nearly all individuals interviewed had been with LHC for 5 years or longer. Exhibit 1.2. Lakeview Healthcare Lakeview Healthcare (LHC) is a nonprofit, comprehensive health care system on the Eastern seaboard. It consists of four hospitals (over 1,000 beds), an ambulatory care center, physician offices, rehabilitation services, long-term care centers, home care services, physical therapy services, and mobile intensive care units. Lean has been implemented as part of a larger set of tools and initiatives to ensure quality and outstanding patient experience. It is viewed as an organization-wide initiative and part of a larger quality improvement strategy that predates Lean. A new chief operating officer ( COO) was a driving force in LHC’s adoption of Lean as a means to reduce waste. LHC tasked its internal management engineers to launch and implement Lean. The management engineers began to implement projects (or “Kaizen events”) with in different areas of the organization. A Kaizen event brings employees together from various departments to examine a problem, propose solutions, and implement changes. To implement Lean, the leadership first assessed what tools were missing from their toolbox to be able to achieve their goals in terms of people, process, and strategy. Lean was selected as a complement to Six Sigma to address an identified gap in tools targeting process goals. Senior leaders worked with an external process improvement consultant and LHC’s man agement engineers to identify potential projects and collect initial data for those projects. As part of a multisite study of Lean implementation, we conducted a rigorous comparative case study of LHC and several other delivery systems. At LHC, we selected five Lean projects for analysis. Two projects (1) Bed Flow Value Stream and (2) Outpatient Medical Records and Patient Flow were studied retrospectively after the work on the projects was completed, which allowed for longer term outcomes and sustainability issues to be studied. Three projects were studied prospectively as the work on the project was being completed to better understand specific project implementation strategies.
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