6 planning for implementation of lean lean is viewed

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sustainment of project results (see Exhibit 4.6). Planning for Implementation of Lean Lean is viewed as an organization-wide initiative. This initiative began with the leadership studying the whole organization, identifying the value streams, and selecting facilitators. Topics for Lean projects can be proposed by anyone. For example, the ePrescribe project that is described later in this report was initiated by a physician’s assistant. The CEO and quality team determine the projects to be undertaken. In terms of criteria for selection, projects should align with the organization ’s strategic objectives. The number of projects to be undertaken in a year is determined by the CEO and is generally limited to four, in consideration of staff capacity. The CEO selects the facilitator for each Lean project. Lean Project Selection Process Lean projects are proposed by hospital staff, including the CEO, providers, nurse managers, and frontline personnel. However, two interviewees including the CEO noted that frontline staff do not often suggest ideas for Lean projects, suggesting that most come from senior staff. The quality team, which includes clinical and nonclinical staff from all levels of the organization, selects the projects from among those proposed. After being selected and approved by the quality team, each Lean project, or RCE, needs a charter; the staff member who proposed the project often undertakes this step. Lean projects generally align with one or more of the three organizational strategic objectives culture change, community education, and improved clinical outcomes.
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140 Exhibit 4.6. Overall Lean Implementation Model at Suntown Hospital Lean Training Project Team Training Suntown Hospital offers voluntary and interactive training modules to all staff. One example is the quality module, which contains the following information: Overview of the Baldridge criteria. Discussion of quality processes unique to the hospital, specifically the three levels (system, process, performance). Discussion of the principles of Lean. Description of value stream. Discussion of outcome and process measures. Example/exercise in Lean. Planning Study organization Identify value streams Facilitator chosen Lean project selection Hospital projects proposed by staff - most often CEO, providers, nurse managers Quality team selects/approves project Training Overview of Baldridge criteria and quality processes unique to the hospital Dicuss Lean, Value streams, outcome and process measures Exercise in Lean Project implemen - tation Choose priority process and problem, assign team members Discuss soluation ideas; conduct RCE Develop Value-Added timeline, identify process variation Action Plan: flowchart new processesses and identify process measures Monitoring, control, and sustainment Process owner and CEO monitor after action plan items are completed Team leaders report metrics 30, 60, and 90 days after RCE Staff report at weekly quality team meeting on process data collected Exhibit 4.7. Lean Project Team
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  • Fall '17
  • Shankar Purbey

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