16 outcomes by category intermediate outcomes culture

Info icon This preview shows pages 160–162. Sign up to view the full content.

View Full Document Right Arrow Icon
Exhibit 4.16. Outcomes by Category Intermediate outcomes Culture change Employee satisfaction Lean knowledge and skills Lean routinization Ultimate outcomes Clinical process or outcomes assessment Efficiency Patient experience Patient Safety
Image of page 160

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

View Full Document Right Arrow Icon
154 Data collection: you have identified our weakness. We do not have the manpower to collect data. On the front end, it’s obvious that a certain process is going to be much better than the process we have. We definitely can’t measure in terms of numbers of how effective that is. So, I have no idea how much cost savings I’m giving my patients…We don’t have someone who can collect that data consistently and that’s the problem with all of our Lean studies…You make the assumptions at the beginning that this is going to be better, but we can’t prove it in the end. Everyone feels like it has in the end, but you can’t prove it.” Process owner dissemination. Ultimate outcomes include impacts 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, and routinization of Lean. 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. Interviewees reported progress in the areas of culture change and employee satisfaction. However, involvement in Lean activities seems to have relatively less impact on increased Lean knowledge and routinization. In addition, interviewees are not uniform in their views of these changes. Frequently, frontline and other staff do not share as fully in the optimistic view of change compared to senior executive staff. Organizational Culture Change Senior executives and a few mid-level staff reported improvements in organizational culture because of Lean. However, frontline staff provided fewer comments on culture change as an outcome, indicating that staff did not perceive the same changes as senior leadership and management staff. According to senior executives, Lean at Suntown is an ongoing process of culture change for the organization. Overall, senior leadership and management staff reported improvements in employee attitudes because of Lean. One senior executive maintained that Lean events have challenged employees to move away from what they were familiar with and take on more responsibility. Another senior executive added that Lean is sustained by the culture change it generates: Lean promotes employee ownership and responsibility, which in turn strengthens interest in improvement.
Image of page 161
Image of page 162
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