Thus this project was not fully implemented during

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Thus, this project was not fully implemented during the 1-year study period, and there is nothing to report on the monitoring, control, and sustainment processes and only minimal information related to project outcomes. As part of the larger value stream of projects that included the Surgeons’ Preference Cards, the management engineer reported improved patient safety as a result of building checklists into the computer system, which could be used as a communication and debriefing tool. Outcomes of Lean In this section, we discuss the outcomes of the Lean initiative at LHC based on interviews with staff and materials provided by the organization. Overall, respondents experienced gains in efficiency, cultural change, and patient experience and moderate improvements in routinization of Lean, employee satisfaction (including from an ongoing staff survey), and patient safety. Executives, managers, and frontline staff reported that they experienced significant benefits in terms of culture change and were able to provide statistics indicating improved efficiency as the result of the Bed Flow Value Stream project. Executives reported that specific gains occurred in the patient and employee satisfaction surveys, which they attributed to Lean. LHC did not analyze return on investment from Lean projects or the overall initiative. The discussion of Lean outcomes in this report is organized into two major categories based on our conceptual framework: intermediate outcomes and ultimate outcomes (see Exhibit 1.16). Exhibit 1.15. Project Team Composition —Surgeons’ Preference Cards Total of six staff: Executive sponsor: assistant vice president for surgical services Management engineer/Lean leader Six Sigma Black Belt Process owner: operating room assistant nurse manager System administrator for surgical services Operating room clerical coordinator
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44 Intermediate outcomes include culture change, employee satisfaction, change in Lean knowledge and skills and Lean routinization. Ultimate outcomes include impact on efficiency, patient satisfaction and experience, clinical process and outcomes assessments, and patient safety. Intermediate Outcomes In our conceptual framework, intermediate outcomes refer to organizational culture, employee satisfaction, increased Lean knowledge and skills, routinization of Lean, and dissemination of Lean, both within the organization and externally. These intermediate outcomes are, in turn, linked to ultimate outcomes efficiency, value, and quality as defined in the conceptual framework and discussed in the next section. Organizational Culture Change About a third of interviewees noted significant changes in organizational culture. Interviewees at all levels of the organization indicated that Lean had improved teamwork and camaraderie and encouraged and mobilized staff to achieve better outcomes.
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  • Fall '17
  • Shankar Purbey